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Cold Chain Best Practices for Retailers to Reduce Spoilage and Protect Profit Margins

By
Retail Insider
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Fresh food is one of the most important traffic drivers in Canadian retail, but is also one of the industry’s greatest operational risks. Rising transportation costs, labour shortages, unpredictable weather events and higher consumer expectations have increased the pressure on retailers to strengthen temperature-controlled supply chains.

Understanding how cold chain logistics reduces food waste has become a strategic priority. Retailers, shopping centre operators and food brands are investing in technology, data visibility and operational discipline to ensure products remain within required temperature ranges from production through sale.

Temperature Integrity Must Be Maintained Across Every Transfer Point

Cold chain performance depends on consistency rather than isolated excellence. Even short periods of temperature abuse during loading, cross-docking or in-store receiving can reduce the remaining shelf life of fresh products.

The Canadian Food Inspection Agency notes that businesses handling food are responsible for maintaining optimal conditions throughout storage and transportation, including appropriate temperatures to help prevent spoilage and food safety risks. Retailers increasingly monitor receiving procedures alongside transportation performance because distribution centre efficiency can be undermined if products remain on loading docks for extended periods before refrigeration.

Maintaining temperature integrity also requires collaboration between suppliers, carriers, distribution centres and store operations. Standardized handling procedures, documented temperature checks and rapid exception reporting reduce variability across multiple retail channels and geographic regions.

Real-Time Visibility Helps Prevent Small Problems from Becoming Major Losses

Modern cold chain management now relies on continuous monitoring rather than periodic inspections. Internet of Things sensors, cloud-connected temperature loggers and automated alerts allow operators to detect refrigeration failures before product quality deteriorates.

Platforms such as sensos.io combine that sensor data into a single real-time dashboard so distribution and store teams can catch temperature excursions before spoilage sets in.

Real-time visibility also improves operational decision-making. Distribution managers can reroute shipments experiencing equipment issues, while store operators can prioritize receiving schedules for loads with limited remaining shelf life. Instead of discovering problems after delivery, retailers can intervene before inventory becomes unsellable.

Distribution Planning Has a Direct Impact on Food Waste

Transportation delays remain one of the most overlooked contributors to shrinkage. Longer dwell times, inefficient routing and poorly coordinated deliveries expose perishable inventory to unnecessary risk even when refrigeration equipment functions properly.

Fresh produce remains biologically active after being picked, continuing to ripen and respond to environmental conditions, so shippers must carefully manage it to prevent spoilage. This makes proper temperature and humidity control essential for preserving quality throughout transit.

Retailers are responding by integrating transportation management systems with inventory forecasting. Better coordination between replenishment planning and logistics reduces unnecessary warehouse storage while helping stores receive fresher inventory with longer selling windows.

Store-Level Execution Is Just as Important as Transportation

Cold chain management does not end when products arrive at the store. Improper receiving practices, overloaded display cases or delayed stocking may quickly offset gains achieved throughout transportation.

The Canadian Food Inspection Agency states that, to ensure food safety, any material used in the construction or maintenance of a conveyance that might risk contaminating food must be durable, withstand repeated cleaning and sanitizing and be free of harmful substances. These operational controls support both food safety and inventory quality while helping retailers minimize avoidable losses.

Many retailers are expanding accountability beyond supply chain teams by involving store managers in cold chain performance metrics. Temperature compliance, shrink rates and refrigeration maintenance are becoming operational key performance indicators rather than maintenance issues alone.

Predictive Analytics Supports Better Inventory Decisions

Retailers now have access to considerably more operational data than they did even five years ago. Temperature records, transportation performance, inventory turnover and point-of-sale information can be combined to identify recurring causes of spoilage.

Food loss and waste are a critical obstacle to environmentally sustainable development, carrying significant consequences for food security, climate change, and waste management.

A substantial portion of the world’s food, one-third in total, is disposed of, with 13% of that loss occurring after harvest and within the supply chain. Predictive analytics allows retailers to anticipate where losses are most likely to occur. Instead of reacting to high shrink percentages after financial reporting periods, operators can identify patterns linked to specific carriers, facilities, product categories or seasonal conditions and implement targeted operational improvements.

Equipment Maintenance Protects Operational Performance

Even sophisticated monitoring systems cannot compensate for poorly maintained refrigeration equipment. Preventive maintenance programs remain fundamental to cold chain reliability across warehouses, transportation fleets and retail locations.

Maintaining efficient refrigeration systems helps improve energy performance and equipment reliability in commercial facilities. Well-maintained refrigeration assets support sustainability objectives and may also reduce the likelihood of costly product losses resulting from equipment failures.

Many retailers now combine maintenance schedules with continuous equipment monitoring to identify declining compressor performance, refrigerant issues or temperature fluctuations before failures interrupt operations. This proactive approach reduces emergency repairs while improving asset longevity.

Collaboration Across the Supply Chain Creates Better Outcomes

Cold chain performance depends on coordinated execution across manufacturers, co-packers, logistics providers, distribution centres and retail operators. Individual organizations may optimize their own processes, but spoilage often occurs where responsibilities overlap. Industry collaboration increasingly includes shared performance dashboards, standardized temperature documentation and agreed response protocols for shipment exceptions. These practices improve accountability while providing greater transparency across complex supply networks.

Cold chain logistics, minimizing postharvest food losses and integrated cold storage and handling systems are proving to substantially increase profitability across agricultural value chains. Investing in cold chain infrastructure provides farmers with strategic advantages, such as greater flexibility in timing their sales, the ability to reach more distant and profitable markets, and the opportunity to earn premiums for high-quality produce.

Each factor contributes directly to improved income and livelihoods. Moreover, properly implemented cold chain processes lead to more consistent supply chains, decreased price fluctuations, and enhanced food availability, particularly in urban areas. Strengthening communication between supply chain partners allows retailers to preserve product quality while reducing unnecessary waste before products reach store shelves.

Strong Cold Chain Practices Deliver Measurable Business Value

Cold chain management increasingly delivers returns beyond regulatory compliance. As retailers continue evaluating how cold chain logistics reduces food waste, the emphasis shifts toward end-to-end visibility rather than isolated operational improvements. Organizations that combine disciplined execution, predictive technology and cross-functional collaboration are better positioned to protect profit margins while reducing avoidable food loss across increasingly complex retail supply chains.

What Is HAZWOPER Training and Who Is It For?

By
Retail Insider
-

In This Article

This article contains:

Working with hazardous substances can expose employees to serious health and safety risks. That is why proper training is an important part of many high-risk jobs. HAZWOPER is one of the best-known safety standards for hazardous waste operations and emergency response, but its requirements can be confusing for employers and workers alike. Knowing when training is required and what it involves is an important step in maintaining a safe workplace.

What Is HAZWOPER Training?

Image Source: Hush Naidoo Jade Photography on Unsplash

HAZWOPER stands for Hazardous Waste Operations and Emergency Response. It refers to the U.S. Occupational Safety and Health Administration (OSHA) standard that establishes training and safety requirements for workers involved in hazardous waste operations or emergency response involving hazardous substances. The requirements are outlined in 29 CFR 1910.120 for general industry and 29 CFR 1926.65 for construction.

The standard is designed for work at hazardous waste sites, contaminated environments and emergency incidents involving dangerous substance releases. Hazardous waste operations remain an ongoing part of many industries. For example, the U.S. Environmental Protection Agency says thousands of contaminated sites across the country still require investigation, cleanup or long-term environmental management.

Workers involved in these activities need proven procedures to manage hazards, which HAZWOPER training provides safely. During training, workers will learn how to identify hazards, use personal protective equipment, respond to emergencies and follow safe work procedures.

Canada does not have an equivalent HAZWOPER standard, but many organizations use its principles as best practice for hazardous-material safety, as workplace hazards remain a concern across the country. Canadian workers’ compensation boards recorded 1,042 work-related fatalities in 2024, including those due to asbestos exposure. 

Who Needs It?

Not everyone who works near hazardous materials needs HAZWOPER training. Hazmat School, a training provider with 24/7 access, notes that it is generally intended for employees whose jobs involve hazardous waste operations, work at facilities that treat, store or dispose of hazardous waste or emergency response to hazardous substance releases. Roles that commonly require HAZWOPER training include:

  • Hazardous waste site workers.
  • Environmental remediation and cleanup crews.
  • Employees at hazardous waste treatment, storage and disposal facilities.
  • Emergency responders handling hazardous substance releases.
  • Contractors working on contaminated sites.
  • Supervisors overseeing HAZWOPER-regulated operations.

Administrative staff and employees who are not expected to encounter hazardous substances in the course of their normal duties generally do not require HAZWOPER training. Employers determine who needs training by evaluating each role and its potential exposure to workplace hazards.

What Types of HAZWOPER Training Are Available?

Hazmat School provides online HAZWOPER training that meets OSHA standards

OSHA establishes several training levels based on the worker’s responsibilities and expected exposure. Initial training typically falls into a 24-hour or 40-hour program, but some employees also need specialized emergency response training.

The 24-hour HAZWOPER training is generally intended for workers with limited exposure to hazardous substances and who perform occasional site work under supervision. On the other hand, the 40-hour training is for employees who regularly work at hazardous waste sites or are at higher risk of direct exposure to hazardous materials. This is the most comprehensive level of initial HAZWOPER training and is usually accompanied by supervised field experience.

Supervisors may need to complete an additional 8-hour supervisor training that covers leadership responsibilities, hazard assessment and regulatory compliance. To maintain their knowledge and stay current with safety practices, workers who require HAZWOPER certification also need to complete an 8-hour annual refresher.

Where Can Workers Complete HAZWOPER Training?

Hazmat School’s HAZWOPER training can be completed online

Workers may complete HAZWOPER training through several types of providers, including accredited universities, professional safety organizations, regional training centres and online learning platforms. The best option generally depends on an employer’s operational needs, provided the training satisfies applicable regulatory requirements.

For businesses with employees across multiple sites or rotating shifts, online programs can make it easier to deliver consistent training and maintain certification records. Hazmat School offers HAZWOPER training entirely online. Workers can get around-the-clock access to their courses and support from Remote Instructors, who monitor progress and answer questions throughout the learning process.

This method gives employees the flexibility to complete training at their own pace while still receiving guidance when needed. Serving more than 20,000 students each year and offering business discounts, Hazmat School designs its courses to meet OSHA training requirements. Therefore, anyone looking for valid certifications for job applications may also benefit from the provider’s cost-effective training.

Since managing training across larger teams can quickly become an administrative task in itself, employers usually look for platforms that simplify enrolment and recordkeeping. Hazmat School allows training coordinators to enrol multiple employees through corporate accounts, track individual progress and access certificates from one place. Automatic reminders also help organizations keep refresher training on schedule.

Frequently Asked Questions

The answers below address some of the most common questions about training requirements, certification and course selection.

Is HAZWOPER training required for every employee who works around hazardous materials?

No, HAZWOPER training is required only for employees whose duties involve hazardous waste operations or emergency response activities covered by the OSHA standard. Employers determine training needs based on each employee’s responsibilities and potential exposure.

How often does HAZWOPER certification need to be renewed?

Workers who require HAZWOPER certification typically complete an 8-hour annual refresher to maintain their knowledge and remain current with OSHA training expectations.

Can HAZWOPER training be completed online?

Yes, many portions of HAZWOPER training can be completed online. Hazmat School offers 24/7 access and courses developed by expert instructors.

Work Safely Without Cutting Corners

HAZWOPER training is important in helping workers recognize hazards, respond appropriately to emergencies and meet requirements for hazardous waste operations. Since training requirements vary by job role and level of exposure, employers should evaluate each position before selecting a course.

Retail Insider “Health & Beauty Report”: Scale, Integration and Trust Reshape the Market

By
Lee Rivett
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Canadian health and beauty retail is becoming increasingly service-driven, with pharmacy, wellness, loyalty and trusted advice playing a larger role in how retailers compete. Retail Insider’s Q2 2026 Canadian Health & Beauty: Scale, Integration and Trust Reshape the Market, authored by Craig Patterson, is the latest publication in the Retail Insider Reports series. Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.

The report examines Canadian health, beauty, cosmetics, pharmacy, wellness and personal care retail, including retailers, brands, store formats, consumer trends and broader market developments. Drawing on Retail Insider reporting, company disclosures and broader market research, it explores how healthcare services, physical retail, digital tools and consumer expectations are reshaping one of Canada’s most resilient retail categories.

General Themes

  • Pharmacy becomes healthcare infrastructure — Pharmacies continue expanding beyond prescriptions into preventative care, consultations, diagnostics and chronic disease management.
  • Loyalty evolves into competitive infrastructure — Rewards programs increasingly connect healthcare, savings, personalization and customer retention across multiple retail categories.
  • Stores become service destinations — Physical locations are shifting from product-focused retail toward consultation, education, wellness and community experiences.
  • Trust becomes a competitive advantage — Consumers increasingly favour transparent, science-backed products supported by credible information and expert advice.
  • Digital complements physical retail — Virtual care, online services and digital tools strengthen customer relationships while supporting integrated service delivery.
  • Wellness remains resilient — Health and wellness spending continues to demonstrate resilience as consumers prioritize long-term wellbeing despite broader affordability pressures.

Retail Insider Coverage

The report draws extensively on Retail Insider’s coverage of many of the sector’s most significant developments during the quarter. Reporting highlighted the continued expansion of pharmacy-led healthcare through Shoppers Drug Mart, Metro, Rexall and Pharmasave, illustrating how pharmacies are extending their role well beyond traditional dispensing services.

Retail Insider also documented important developments across the broader sector, including Specsavers joining the PC Optimum ecosystem, Rocky Mountain Soap Company’s Ontario expansion, Kits Eyecare’s leadership appointment, BYOMA’s Canadian rollout through Sephora, Three Ships’ campaign promoting greater transparency in beauty marketing, L’Oréal Canada and Shoppers Drug Mart’s fragrance refill initiative, SalonCentric Canada’s Quebec acquisition and STRONG Pilates’ ambitious Canadian expansion plans. Collectively, these stories illustrate how retail, healthcare, wellness and consumer engagement are becoming increasingly interconnected.

Broader Industry Coverage

The report suggests that Canadian health and beauty retail is entering a period where competitive advantage depends less on merchandise alone and more on integrated customer relationships. Pharmacy services, loyalty platforms, wellness offerings and digital capabilities are increasingly working together to build recurring customer engagement while generating higher-frequency visits for retailers and shopping centres alike.

The findings also point to implications beyond retailers themselves. For landlords, health and beauty tenants continue to offer stable, service-based traffic. For brands, greater scrutiny around product claims places increasing value on transparency and education. For investors and industry stakeholders, the continued convergence of healthcare, wellness and retail signals a sector that is becoming increasingly embedded in consumers’ everyday lives rather than relying solely on discretionary purchasing.

Editor’s Take

One of the report’s clearest conclusions is that Canadian health and beauty retail is becoming an ecosystem business. Pharmacy services, loyalty programs, digital care, physical stores and trusted advice are increasingly reinforcing one another to create stronger customer relationships. Scale remains important, but the retailers best positioned for long-term success will likely be those that integrate services, build consumer trust and provide meaningful value beyond the products they sell.

Read the Full Report

The complete Q2 2026 Canadian Health & Beauty: Scale, Integration and Trust Reshape the Market report provides a detailed examination of the trends, companies and commercial implications shaping Canada’s health and beauty sector. Readers can access the full report, along with the complete collection of Retail Insider Reports, through the Retail Insider Report Hub.

Rains Opens Yorkdale Store as Canada Becomes Key Growth Market

By
Craig Patterson
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Rains at Yorkdale in Toronto. Photo: Yorkdale Shopping Centre

Danish lifestyle brand Rains has opened its second Canadian store at Toronto’s Yorkdale Shopping Centre, continuing a Canadian expansion strategy spanning retail, wholesale and e-commerce.

The store opened June 12 and spans about 1,600 square feet. It occupies the former Ecco location, positioned between the newly built Abercrombie & Fitch store and the new Massimo Dutti location in an established fashion corridor at Yorkdale.

Alexander Hilton, Chief of Staff at Rains with responsibility for the company’s North American retail operations, said the opening follows an encouraging response to its first Canadian store in Vancouver and continued growth within the brand’s wholesale business.

“Vancouver gave us confidence that Canadian consumers truly connect with the Rains brand,” Hilton said. “Combined with the strong development of our wholesale business across Canada, it reinforced our belief that it was the right time to invest in a second retail location.”

The Yorkdale store welcomed close to 1,500 visitors during its first weeks of operation and is supported by a retail team of eight employees.

Rains store at Yorkdale Shopping Centre in Toronto. Photo: Kevin Tablizo

Canada Emerges as a Growth Market

Founded in Denmark, Rains built its identity around contemporary waterproof outerwear before expanding into bags, apparel, footwear and accessories. Its collections combine Scandinavian design with materials intended for changing urban weather conditions.

Hilton said the Vancouver store confirmed that Canadian demand extends beyond the company’s traditional rainwear products.

“Vancouver confirmed that there is a strong appetite for Scandinavian design and functional outerwear in Canada,” he said. “We also saw that customers quickly embraced the broader collection beyond rainwear. Those learnings gave us confidence that the opportunity extends well beyond a single city and that Canada deserves a long-term investment.”

The company has been encouraged by the performance of its Canadian business to date.

“Canada has developed into an important growth market for us, and while we’re pleased with the early results, we still believe we’re only scratching the surface of the long-term opportunity,” Hilton said.

The Yorkdale store is larger than the Vancouver location, although both follow the same global retail concept. The assortment is adjusted for the local market and season, while the overall presentation remains consistent with the company’s international stores.

The interior uses muted tones, stainless steel display elements and textured surfaces, with the products and materials kept at the centre of the space.

“The Yorkdale store follows our global retail concept, which reflects the architectural identity of the brand,” Hilton said. “While each location naturally adapts to its surroundings, the focus remains on creating a clean, immersive environment where the products and materials take centre stage.”

Rains store at Yorkdale Shopping Centre in Toronto. Photo: Kevin Tablizo

Building a Canadian Platform

The Yorkdale opening builds on work Rains began in Canada in 2024, when the company established a wholesale showroom at 90 Wingold Avenue near the shopping centre while preparing its first corporately operated Canadian store in Vancouver.

The showroom was created to support existing retail accounts, introduce more of the Rains assortment to Canadian buyers and expand the company’s wholesale network. Rains also moved from working through a Canadian distributor to managing distribution directly, giving it greater control over retailer relationships and the presentation of the brand.

Canadian wholesale partners have included Holt Renfrew, Simons, Sporting Life, and independent retailers. The company’s strategy has combined owned stores with major retail accounts and smaller wholesale partners to build awareness within individual markets.

The Yorkdale store extends that approach into the Toronto market, close to the showroom that has supported the wholesale business.

Rains store at Yorkdale Shopping Centre in Toronto. Photo: Kevin Tablizo

Demand Expands Beyond Outerwear

Outerwear remains central to Rains, but Hilton said Canadian customers are increasingly shopping across the wider assortment.

“Bags remain one of our fastest-growing categories, and we’re also seeing encouraging demand for a full lifestyle collection as customers engage with Rains as a lifestyle brand rather than solely an outerwear brand,” he said.

Canada’s varied climate gives the company relevance across different seasons, although Rains does not approach the market solely through cold-weather products.

“Our assortment strategy is driven by providing solutions across different seasons rather than focusing exclusively on cold weather,” Hilton said. “Our collections are designed to perform in changing conditions while maintaining a clean, contemporary aesthetic.”

Rains is currently focused on bringing its full global collection to Canadian customers and has no Canada-exclusive products or colours to announce. Hilton said the Yorkdale store could also become a platform for future events, partnerships and other brand activations.

Stores Support Wholesale and E-Commerce

Hilton said physical stores play an important role alongside the company’s wholesale and e-commerce businesses.

“Retail is where customers truly experience the Rains universe,” he said. “It allows us to present the brand exactly as intended while supporting both our e-commerce and wholesale business. We don’t view the channels in isolation. They reinforce each other.”

At Yorkdale, Rains joins a stretch of the shopping centre that has recently welcomed new stores from Abercrombie & Fitch and Massimo Dutti. The brand occupies space previously held by Ecco, which has reduced its Canadian store network over the past year.

The location also places Rains among a broader mix of international contemporary and luxury retailers that have continued to expand at Yorkdale.

Rains store at Yorkdale Shopping Centre in Toronto. Photo: Kevin Tablizo

Further Canadian Expansion Under Consideration

Rains is evaluating opportunities for additional Canadian stores, although Hilton said the company intends to remain selective.

“Canada remains an important strategic market for us, and we’re always evaluating opportunities where we believe the brand can succeed,” he said. “That said, we’re disciplined in our approach and prioritize finding the right locations over expanding quickly.”

Before opening at Yorkdale, Rains had identified Toronto and Montreal as future retail markets as it developed its Canadian strategy. The company now has stores in Vancouver and Toronto, supported by wholesale distribution and e-commerce across the country.

Hilton said Canadian consumers have responded to products that combine practical performance with understated design.

“Canadian customers appreciate quality, functionality and timeless design, which aligns closely with the DNA of Rains,” he said. “Compared to some markets, we see customers taking a thoughtful approach to purchasing and showing strong interest in products that combine performance with everyday versatility.”

Canada is expected to account for a growing share of the company’s regional business.

“Canada is becoming an increasingly important pillar of our North American business,” Hilton said. “We see significant long-term potential across retail, wholesale and e-commerce, and expect Canada to play a growing role in our regional growth strategy over the coming years.”

“Our ambition is to continue increasing brand awareness, deepen our presence across all channels and establish Rains as one of the leading contemporary outerwear and lifestyle brands in Canada,” he added. “We’re still in the early chapters of that journey, and we’re excited about what lies ahead.”

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Rising costs outpace sales growth, eroding restaurant profitability: Restaurants Canada

By
Mario Toneguzzi
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Nadin Sh photo
Nadin Sh photo

Canada’s restaurant industry is seeing stronger-than-expected sales growth in 2026, but rising operating costs continue to outpace revenue growth and erode profitability, leaving many operators at risk of closure and with less capacity to invest, according to Restaurants Canada’s Q2 Quarterly Report released on Monday.

The findings highlight the growing disconnect between sales and profitability and underscore the importance of an investment climate that enables restaurants to grow, invest, and create jobs, said the national organization.

Canada’s restaurant industry generates $125 billion in annual sales, contributes nearly four percent of Canada’s GDP, and generates $2.25 in economic output for every dollar spent—well above the national average. Restaurants are Canada’s fourth largest private sector employer, with 1.2 million workers, 40% of whom are youth, it said.

“Stronger sales are always welcome, but they aren’t enough to offset the cost pressures restaurants continue to face,” said Kelly Higginson, President and CEO of Restaurants Canada. “When restaurants are constantly managing rising costs and shrinking margins, investment slows, employment stagnates, new equipment isn’t purchased as quickly, renovation plans are delayed and plans to expand are put on hold. That has repercussions well beyond the restaurant industry.”

Quarterly Report at a glance:

  • Real commercial foodservice sales are expected to grow by 1.5% in 2026 (inflation-adjusted), a slight improvement over the Q1 forecast.
  • 64% of operators say their profitability is lower than last year.
  • 41% of operators are operating at a loss or breaking even, up from 36% in March.
  • Rising fuel prices are hitting restaurants twice, through increased food, transportation and operating costs, and reduced customer traffic and spending.
  • 73% of restaurant operators say current tax policies at all levels of government are limiting their ability to invest and grow.
  • 71% say they would be more likely to invest if restaurant capital investments were eligible for accelerated tax write-offs like in other sectors.
Kelly Higginson
Kelly Higginson

Despite ongoing profitability challenges, the restaurant industry continues to be a major engine of employment and economic growth. During the first half of 2026, the restaurant industry added approximately 50,000 youth to its workforce compared to the same period last year, making it Canada’s largest net creator of youth jobs, and reinforcing its role as the country’s leading source of first-time jobs, said Restaurants Canada.

“Restaurants continue to create opportunities for Canadians, particularly young people entering the workforce,” said Higginson. “But that success shouldn’t be taken for granted. It depends on an operating environment that allows businesses to invest, grow and create even more jobs.”

Sam Lion photo
Sam Lion photo

The organization said the report’s findings are clear—stronger sales alone won’t restore restaurant profitability. It requires addressing the cost pressures affecting Canadians and restaurants alike, while creating the conditions for restaurants to invest again.

Restaurants Canada is calling on the federal government to:

  • Permanently exempt all food, including restaurant meals, from the GST/HST to lower food costs for Canadians while supporting job creation and economic growth.
  • Establish permanent full first-year expensing for restaurant capital investments under the Accelerated Investment Incentive to encourage reinvestment, modernization and growth.

“The restaurant industry continues to be an economic driver in communities across Canada,” said Higginson. “With the right investment climate, restaurants can continue investing, creating jobs and contributing to Canada’s economic growth.”

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CFIB urges Premiers to champion tax relief and internal trade reform

By
Mario Toneguzzi
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Ketut Subiyanto photo
Ketut Subiyanto photo

The Canadian Federation of Independent Business (CFIB) is calling on Premiers to put small business tax relief and internal trade reform at the top of the agenda for this week’s Council of the Federation meeting in Prince Edward Island. 

“Small businesses across Canada are under mounting pressure from every angle,” said Keyli Loeppky, Senior Director of Interprovincial Affairs at CFIB. “Global trade uncertainty, rising costs, weak consumer demand, and limited access to capital have all led to three consecutive quarters where small business exits have outpaced entries. We’re in an entrepreneurial drought, and Canada cannot afford to keep losing entrepreneurs or discouraging business growth. Governments that want a stronger, more resilient economy must put small business priorities at the centre of their agenda.”

The CFIB said it is urging Premiers to focus on two immediate opportunities to support entrepreneurship and economic growth: help deliver federal small business tax relief and accelerate efforts to tear down internal trade barriers.

While many provinces have reduced their small business tax rates over the past year—bringing the national provincial average down to 1.6%—the federal government has not kept pace. The federal small business tax rate has remained frozen at 9% since 2019, and the Small Business Deduction threshold has been unchanged at $500,000 since 2009. If the threshold had been indexed to inflation, as federal personal income tax thresholds are, it would now exceed $700,000, said Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.

Reducing the federal small business tax rate and increasing the deduction threshold would provide much-needed relief. CFIB estimates that lowering the federal rate to 6% and increasing the deduction threshold to $700,000 would save small firms up to $33,000 annually, it added.

At the same time, governments must move more quickly to eliminate internal trade barriers that limit opportunities for businesses to expand and compete across Canada. Despite growing political commitments, progress on implementation has been slow. According to CFIB data, 69% of small businesses reported no improvement in the ease of doing business across provincial borders over the last 12 months, while 16% said conditions have worsened, explained the CFIB.

“Premiers have made important commitments to improving internal trade, but small businesses need to see results now,” said Loeppky. “One of the clearest examples is direct-to-consumer alcohol shipping. Despite broad support and repeated commitments, most provinces have yet to follow through even though the deadline was set for May. They are now 50 days late. When governments fail to deliver on agreed-upon reforms, confidence erodes and businesses are left bearing the consequences.”

Keyli Loeppky
Keyli Loeppky

To foster a better environment for entrepreneurial growth, CFIB said it is calling on all Premiers to:

•    Advocate to the federal government to reduce the small business tax rate from 9% to 6%, increase the deduction threshold from $500,000 to $700,000, and index it to inflation;
•    Quickly implement unilateral recognition of regulatory requirements affecting the sale and use of goods, services, and labour across Canada; 
•    Immediately implement overdue agreements such as the direct-to-consumer shipment of alcohol and the Canadian Mutual Recognition on the Sale of Goods, if not already implemented; and 
•    Hold one another accountable to collectively set internal trade agreement timelines and publicly identify where progress stalls.

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Consumer prices rise 2.8% year-over-year in June: Statistics Canada

By
Mario Toneguzzi
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Ivan S photo
Ivan S photo

The Consumer Price Index (CPI) increased 2.8% year over year in June, following a 3.2% gain in May. Prices for gasoline increased at a slower rate on a year-over-year basis in June compared with May, driving the deceleration in the headline CPI. Excluding gasoline, the CPI was unchanged in June compared with May, at 2.2%, reported Statistics Canada on Monday.

The CPI fell 0.4% month over month in June, the largest monthly decline since December 2024. On a seasonally adjusted monthly basis, the CPI fell 0.1% in June, the first decline since April 2025 (-0.2%), said the federal agency.

“Prices at the pump increased at a slower rate on a year-over-year basis in June (+20.5%) compared with May (+33.2%). While gasoline prices remained elevated due to the conflict in the Middle East, diplomatic talks and an interim ceasefire arrangement contributed to an easing of global oil prices in June, leading to a 10.2% month-over-month decline. This was the largest monthly decline in gasoline prices since April 2025, when prices fell due to the removal of the consumer carbon levy,” noted Statistics Canada.

Prices for food purchased from stores grew at a slower pace on a year-over-year basis in June (+3.9%) compared with May (+4.3%). Despite the slowdown, June was the 17th consecutive month that grocery price inflation outpaced the all-items CPI, it said.

“The year-over-year deceleration in grocery prices in June was driven by slower price growth for fresh fruit (+1.7%), mainly due to lower prices for grapes (-0.6%). Moderating the slowdown in grocery prices were higher prices for fresh or frozen chicken (+5.7%), bread, rolls and buns (+6.0%) and frozen food preparations (+2.7%).”

Prices for traveller accommodation accelerated on a year-over-year basis in June, rising 10.1% compared with a 2.5% increase in May. Driving the acceleration were higher prices in Ontario (+19.4%) and British Columbia (+20.0%), mainly in Toronto and Vancouver, both of which were host cities for World Cup matches. At the same time, prices for the rental of passenger vehicles index rose 6.8% on a year-over-year basis, coinciding with higher demand for travel, it said.

Consumers paid 6.8% more for travel tours on a year-over-year basis in June, up from a 0.7% increase in May. In addition, prices for air transportation rose at a faster pace in June (+9.6%) compared with May (+7.4%) on a yearly basis, marking the largest increase since February 2023. Contributing to the price increase were higher jet fuel costs and greater demand for domestic travel, it added.

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Staples Canada and Canada Post partner to provide new shipping tools for small businesses

By
Mario Toneguzzi
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Staples photo
Staples photo

Staples Canada is partnering with Canada Post to bring Canada Post Small Business Shipping Services to select retail locations in Ontario, Alberta and British Columbia.

Customers including small-medium sized businesses can now access these Canada Post services at nine locations in Ontario. Additional participating stores will launch in the coming weeks.

“Small businesses need convenient, flexible solutions that help them serve their customers and manage their day-to-day operations efficiently,” said Ryan Mair, Chief Services Officer, Staples Canada. “By adding Canada Post to our existing suite of shipping services, we’re making it even easier for entrepreneurs and growing businesses to access the carrier and support they need, all in one place.

With the addition of Canada Post Small Business Shipping Services, the retailer said customers can access convenient solutions, including domestic and international shipping, pre-labelled parcel drop-off, and the purchase of flat-rate boxes, envelopes and postage stamps.

As a leading destination for shipping services, the company said it already provides customers with convenient access to FedEx, Purolator, DHL and UPS. The addition of Canada Post further expands these offerings, giving small businesses access to the country’s most comprehensive network of shipping solutions in one convenient location.

To learn more about shipping services at Staples, visit staples.ca/ship.

The retailer is a Canadian company headquartered in Richmond Hill, Ontario, with about 300 stores across Canada and staples.ca, printing and shipping services at Staples Print, and Staples Studio co-working spaces.

In an interview with Retail Insider, Mair talked about the new initiative.

Question: What prompted Staples Canada to partner with Canada Post, and how does this fit into your broader strategy for serving small business customers?

Answer: Small businesses are looking for choice, convenience and value. Over the past five years, Staples has positioned itself as Canada’s only multi-carrier shipping destination. By partnering with Canada Post, we’re expanding the shipping options available in our stores, further strengthening our commitment to provide convenient, accessible shipping solutions for small and growing businesses in communities across Canada.

Q: Why was now the right time to add Canada Post alongside existing shipping partners like FedEx, Purolator, DHL and UPS, and what gap does it fill? 

A: We are continually evolving our services based on the needs of our customers. Adding Canada Post, a trusted and widely used shipping provider, complements our existing carrier network and gives customers more options in one convenient location. Alongside FedEx, Purolator, DHL and UPS, it makes it easier for customers to choose the shipping solution that best meets their needs – whether they prioritize convenience, coverage, value or speed.

Ryan Mair
Ryan Mair

Q: What are you hearing from small business customers about their shipping needs today, and how do you expect this new offering to improve their experience? 

A: Small businesses consistently tell us that they want easy, convenient solutions that help them save time and money. Adding Canada Post small business shipping services gives them another trusted shipping option and makes it easier to manage multiple business needs in a single visit when they come into a Staples store. 

We’re also seeing the needs of entrepreneurs evolve. More micro-businesses, home-based businesses, and side-giggers are selling through a variety of online marketplaces, social platforms, and their own e-commerce sites. These businesses need flexible, convenient shipping solutions that can keep up with their customers’ expectations for reliable delivery. By adding Canada Post small business shipping services to our existing shipping portfolio, we’re giving these sellers more choice, greater convenience, and a simple way to manage fulfillment close to where they live and work. Ultimately, it’s about helping Canadian small businesses spend less time on logistics and more time growing their business.

Q: Do you see this partnership driving more traffic to Staples stores, and are there opportunities to cross-sell other business services such as printing, technology, office supplies or coworking? 

A: Our focus is always on delivering value and convenience to our customers. Our shipping services often bring business customers to our stores, where they can also access other services like printing, technology support and workplace solutions, helping them accomplish more in one visit.

Q: Looking ahead, how do you see Staples Canada’s shipping and business services evolving, and are there plans to expand Canada Post Small Business Shipping Services to more locations or introduce additional offerings?

A: We’re a trusted partner to Canadian small businesses. Through our broad services ecosystem, national store network and omni-channel approach, we stay closely connected to entrepreneurs and business owners, which helps us understand their evolving needs and where we can add value. Our partnership with Canada Post is a great example of that approach, strengthening our ability to provide convenient, trusted business services in the communities we serve. As we continue to prove out the model, we’re eager to explore opportunities to expand the partnership across more locations and further enhance the solutions we offer to help Canadian businesses grow and succeed.

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High-end street-front retail investment coming to Calgary: Barclay Street Real Estate report

By
Mario Toneguzzi
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Future Hermes store (former HSBC Bank) at 407 8 Avenue SW in Calgary. Photo: Mario Toneguzzi

Calgary’s retail market has entered the second half of 2026 with genuine momentum, according to a Barclay Street Real Estate report. 

“The confirmed Hermès boutique on Stephen Avenue is more than a single lease – it signals that high-end street-front investment is coming and that other global names are watching,” said the report, Calgary’s Second Quarter 2026 Retail Leasing Landscape.

“Vacancy is expected to remain range-bound as new community and mixed-used supply is absorbed by healthy pre-leasing and occupier demand. QSR expansion, experiential retail, and the potential Astra Real Estate Corp. redevelopment of the former Hudson’s Bay building will be defining themes. Alberta’s population growth and rising retailer confidence point toward continued stability and a strong second half.”

At the close of Q2 2026, Calgary’s retail market continued to demonstrate resilience and momentum. Overall occupancy held firm at 97.0%, while headlease vacancy ticked up modestly to 3.0% from 2.9%, remaining near the historically tight levels that have defined the past several quarters, said the report.

Overall availability was equally stable at 3.1%, with total available space seeing minimal movement, reflecting continued tight conditions across most of the city, it added.

“The headline of the quarter belongs to Hermès. The iconic French luxury house has signed a deal to open its first standalone Alberta boutique at 407 8th Avenue SW – a flagship store expected to open 2027. Hermès has chosen a street-front location in the heart of downtown, placing Calgary alongside Toronto, Montreal, and Vancouver as one of the only four Canadian cities with a standalone Hermès boutique,” said the report. 

“The deal was brokered by our very own Bill Falagaris, Executive Vice President, with the support of Shirley Ganong, Vice President, Property Management at Barclay Street Real Estate. On the Quick-Service Restaurants (QSR) front, Foodtastic has secured the Dunkin’ brand for Canadian expansion, continuing a quarter of strong demand from food and beverages operators.”

Hermes concession at Holt Renfrew in downtown Calgary. Photo: Mario Toneguzzi

“Calgary is finally seeing the boom it deserves. Multiple U.S. brands are opening several locations here, some debuting concepts not yet seen in any other market — a first for Canada, and a clear signal of how strong this retail market has become,” said Joshua Gill, Senior Associate, Barclay Street Real Estate.

Southeast Calgary led the quarter with a 60-basis point improvement to 1.7% vacancy, driven by strong community shopping centre demand. Northwest Calgary tightened to 1.8% from 2.1%. The CBD edged up to 9.0%, where Astra Real Estate Corp’s acquisition of the Hudson’s Bay building warrants close attention given the scale of potential redevelopment. Southwest Calgary’s vacancy edged up to 4.2% – a natural reversion following Q1’s exceptional absorption – though it remains well above prior-cycle lows, added the report.

It said Power and Enclosed Shopping Centres remain effectively full at 0.1% vacancy. Community Shopping Centres – the market’s largest format at 29.0% of inventory – hold at 2.4% vacancy, supported by restaurant and daycare demand. Street Front tightened 60 basis points to 6.8%.

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Small businesses embrace the role of ‘creator’ to get seen in 2026: Constant Contact

By
Mario Toneguzzi
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Gustavo Fring photo
Gustavo Fring photo

A new report by Constant Contact found that to stay visible while managing the daily hustle of running a business, small and medium-sized businesses are fundamentally rewriting their job descriptions to embrace the role of “creator” — and leaning on AI to get it all done.

Its Small Business Now report, a global study of over 5,000 small business owners and consumers, reveals that small business owners are stepping into a new role: the creator.

Their content has a job: to bring in customers, to drive sales and to keep the customers coming back who already love them.

While social media has emerged as the primary “front door” for discovery, AI and automation have become essential efficiency tools that allow owners to scale their efforts to be seen without burning out. In fact, 40% of SMBs are now strategically pivoting to these technologies to manage their marketing workload instead of simply spending more, said the report.

In an interview with Retail Insider, Frank Vella, CEO of Constant Contact, talks about the trend. 

Frank Vella
Frank Vella

Question: Your report found that 49% of consumers have cut back on shopping at small businesses because of inflation. What are the biggest factors driving that change, and are there any signs that consumer behavior is beginning to recover?

Answer: Our research shows consumers haven’t lost interest in shopping small: they’re just being more intentional about it. In fact, consumer preference for shopping at small businesses has nearly tripled compared to last year. People still want to support local businesses, but they need compelling reasons to do so. Businesses that stay visible, build authentic relationships both on and offline, and clearly communicate their value are much more likely to win those customers even in a price-conscious environment.

Q: Social media is now the top way consumers discover new small businesses. Which platforms are delivering the strongest results, and how should retailers adjust their marketing strategies?

A: One platform hasn’t won—consumers expect to discover businesses where they spend the most time online, which is through social content. 

For retailers, that means thinking less like advertisers and more like publishers. Show your personality, educate your audience, share customer stories, and create content consistently. People want to see authentic stories, products in action, behind-the-scenes content, and recommendations they can trust. AI can also help streamline content creation, making it easier for even the smallest teams to maintain a strong presence.

Vitaly Gariev photo
Vitaly Gariev photo

Q: Were there any findings in the report that surprised you or challenged conventional assumptions about how consumers are supporting small businesses today?

A: Our research found that 73% of small business owners now see themselves as creators, and that’s a meaningful shift. The businesses seeing the strongest results aren’t just promoting products. They’re consistently creating engaging content that builds relationships with customers.

We were also struck by how rapidly AI adoption has accelerated. In the U.S., AI usage among small businesses has reached 87%, which reflects how accessible these tools have become. Small businesses are using AI to save time, create better marketing content, and engage customers more consistently. Not to replace the human element, but to amplify it.

Perhaps most encouraging is that consumers still genuinely want to support small businesses. Success today isn’t just about offering the lowest price. It’s about staying visible, building trust, and creating meaningful connections.

Q: How are successful small retailers balancing the pressure of higher costs with consumers’ increased price sensitivity without undermining their brands?

A: The most successful retailers aren’t competing solely on price. They’re competing on value, experience, and relationships.

Instead of constant discounting, they’re investing in stronger customer engagement through email marketing, social media, loyalty programs, and personalized communications. They’re using AI to work more efficiently so they can spend more time serving customers and creating better experiences.

Consumers understand that small businesses face different challenges than large retailers. They’re often willing to pay a little more when they feel connected to a business and understand the value they’re receiving. Building that trust is just as important as pricing strategy.

Q: Based on the report’s findings, what are the three most important actions small retailers should take over the next 12 months to attract and retain customers?

A: First, embrace the creator mindset. Consumers are increasingly discovering businesses through content, so retailers should consistently show up through email and social media with authentic, engaging content that reflects their brand and values.

Second, use AI to work smarter. Automate emails, create the perfect subject line and schedule emails to land at the best time for their customers. The blank screen problem isn’t as much of a problem anymore, when you can connect your Canva account or ChatGPT to Constant Contact. 

Finally, invest in customer relationships. In today’s environment, the businesses that stay connected to their customers will be the ones that continue to grow, even when economic conditions remain uncertain.

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