Over the past few weeks, the Dairy Farmers of Canada, with the full backing of the Bloc Québécois, has launched a well-coordinated charm offensive to extol the virtues of supply management. According to its proponents, this system is the best tool to safeguard Canada’s food sovereignty. But beyond the usual slogans, hard data on actual production costs, profit margins, and the broader economic impacts on consumers and processors is conspicuously absent.
Supply management, in its current form, rests on the logic of state-administered scarcity—a delicate balance that more closely resembles a house of cards. While often portrayed as a stabilizing force for dairy producers, it conceals a set of opaque mechanisms that are poorly understood by the public—and, more troublingly, by many of our elected officials.
When Canada signs major trade agreements—such as CUSMA, CETA, or the CPTPP—the federal government often makes tariff concessions to its trading partners. Yet dairy producers never incur a net financial loss. Why? Because they are routinely compensated—generously—with billions in public funds, even when the import quotas allocated under these agreements go largely unfilled.
Quota Allocation and Accumulated Wealth
Moreover, production quotas—now treated as high-value financial assets—are allocated to producers at no cost. These quotas are currently valued between $24,500 and $55,000 per unit. On average, a single dairy farm now holds over $2 million in quota value. The more quota a producer receives, the more wealth they can accumulate—either by expanding production or by reselling quota on a loosely regulated secondary market. In some cases, these publicly granted entitlements have yielded windfall profits for their holders, all while marketing boards remain silent.
On top of this, the system provides “incentive days,” allowing producers to exceed their quotas without penalty. These additional production days generate further income in a framework already engineered to ensure profitability. When production outpaces demand? The excess milk is dumped. In this model, waste isn’t an accident—it’s a structural feature.
This has a cost. Canada’s processors, artisanal cheesemakers, and restaurateurs are forced to contend with some of the highest industrial milk prices in the world. Innovation is stifled, competitiveness erodes, and the agility of our agri-food sector is compromised. Unsurprisingly, countries that once embraced similar models—Australia, New Zealand, South Korea, the United Kingdom, and several EU member states—have since dismantled them in the name of economic efficiency and transparency.
A System Resistant to Reform and Transparency
In Canada, however, the status quo continues to benefit a closed, protected, and largely unaccountable system. The “Buttergate” controversy—where it was revealed that dairy cows were being fed palm-oil byproducts—alongside annual footage of milk being dumped, are merely the visible symptoms of a much deeper problem. The current model disincentivizes efficiency, perpetuates opacity, and erodes public trust.
This is not about vilifying producers. They play a critical role in national food security. But if they want to retain public support, they must commit to honest dialogue, grounded in facts, transparency, and a willingness to modernize. The time of behind-the-scenes lobbying, political complacency, and unconditional media endorsements must give way to a more rigorous and evidence-based conversation.
Canadians deserve full access to the facts about supply management. And our decision-makers—regardless of political stripe—must finally acknowledge the economic, trade, and social distortions created by a model that has become politically untouchable.
Understance at Metropolis at Metrotown in Burnaby, BC. Photo: Understance
Canadian lingerie brand Understance is continuing its ambitious brick-and-mortar expansion with the opening of a new boutique in Burnaby, BC. Opened on March 28, the store is located at Metropolis at Metrotown, the largest shopping mall in the province.
The Burnaby store marks Understance’s fourth physical location and its second in British Columbia, further cementing its commitment to providing comfort-focused, size-inclusive lingerie through a personalized in-store experience.
New Store Designed with Comfort and Community in Mind
Spanning 2,000 square feet, the Burnaby location offers Understance’s full range of solution-based bras, underwear, and sleepwear. Known for its wide selection of 149 sizes, Understance caters to a diverse customer base, with band sizes from 28 to 48 and cups up to an N, making it one of the most inclusive offerings in North America.
“From day one, Understance has been committed to the humble yet challenging task of providing high-quality, reasonably priced, and thoughtful products to bra wearers,” said Jiayi Lyu, Director of Understance. “With an unmatched selection of sizes and options for different breast shapes, we’re proud to provide a range that no other brand does.”
Designed by Vancouver-based Mahtab Kiani of Kiani Design Group, the boutique reflects the brand’s aesthetic of brightness and approachability. The interior layout is intended to create a welcoming, educational space where customers can explore product options and receive expert fittings.
Understance at Metropolis at Metrotown in Burnaby, BC. Photo: Understance
A Key Part of Understance’s Growth Strategy
The Burnaby opening follows Understance’s 2024 store launches in Toronto and Calgary, located in Bloor West Village and Inglewood, respectively. These followed the 2022 debut of the brand’s flagship store at 1024 Robson Street in downtown Vancouver, which marked Understance’s initial move from a direct-to-consumer online model to physical retail.
“Our physical stores play a key role in our mission, offering personalized fittings to ensure everyone finds their perfect fit,” added Lyu. “The opening of our Burnaby boutique brings us closer to Canadians, providing more chances to experience the comfort and care Understance is known for.”
Understance plans to open 30 retail locations across Canada within the next five years. The brand’s continued investment in brick-and-mortar underscores a belief in the value of in-person fittings and tactile product discovery—something that remains challenging in an online-only format.
Understance at Metropolis at Metrotown in Burnaby, BC. Photo: Understance
Grand Opening Promotions and New Product Launch
To celebrate the launch of its newest location, Understance is offering 30% off all in-store items from March 28 to April 6, 2025. In addition, shoppers can be among the first to experience Understance’s latest innovation: the Bust Support Sleepwear collection.
This new line includes sleep and loungewear designed to provide gentle breast support throughout the night—addressing a growing demand for functional sleepwear that prioritizes comfort without compromising on aesthetics.
Customers visiting the Burnaby boutique will also have access to professional bra fittings provided by trained staff, part of Understance’s strategy to combat the widespread issue of ill-fitting bras. According to the brand, many people are still unaware they are wearing the wrong size, and its highly trained staff aim to fix that—one fitting at a time.
Understance at Metropolis at Metrotown in Burnaby, BC. Photo: Understance
Backed by Industry Experience and Innovation
Founded in 2021, Understance is a subsidiary of Shenzhen Huijie Group Co., Ltd., a leading global lingerie manufacturer with more than 27 years of experience in the industry. That deep supply chain expertise enables Understance to innovate quickly and deliver quality products at an accessible price point.
The brand has distinguished itself in the competitive lingerie landscape with a focus on inclusivity, comfort, and function—a market segment that has often been underserved. As Understance expands across Canada, it continues to emphasize its founding vision: that every bra-wearer deserves supportive, well-fitting, and thoughtfully designed undergarments.
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
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:
Pet Health & Wellness Products – An increasing focus on nutritional pet food, supplements, and wellness products aimed at improving the overall health of pets.
Sustainable & Eco-Friendly Products – Consumers are increasingly prioritizing eco-conscious and biodegradable products, leading to a rise in sustainable pet care solutions.
Pet Tech Innovations – The growing demand for smart pet devices, including trackers, automatic feeders, and health monitoring gadgets.
Personalized Pet Products – Customizable pet items, from food to accessories, reflecting a shift toward personalized experiences for pets.
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, 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
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.”
“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, 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
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
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
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.
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.
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.
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.”
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.”
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.
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.
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
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
“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
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.
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
“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
“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.
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
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.
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)
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.
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 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.
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.
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 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.
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.
