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GST Holiday Sparks Concerns Over Food Pricing and Inflation

Grocery store produce. Image: iStock/licensed

Finance Minister Chrystia Freeland’s recent testimony before the Senate to support the government’s proposed temporary two-month GST holiday has faced significant backlash. Senators criticized the measure as a flawed piece of fiscal policy driven more by political survival than sound economics. The proposal is particularly troubling because it could lead to unintended consequences, including opportunity pricing by grocers that may impact even non-taxable food items.

Grocers May Exploit the GST Holiday

The concern lies in how grocers might exploit this temporary tax break. By subtly raising prices on non-taxed goods, retailers could create additional inflationary pressures at the grocery store—a scenario that would further strain Canadian households already grappling with rising costs. Temporary measures like this GST holiday can also disrupt pricing strategies, encouraging grocers to adjust overall margins to compensate for the two-month tax break, leading to higher prices on non-taxable food even after the holiday ends. Essentially, consumers could end up paying more in the long term for food that is currently not subject to GST. Canadians need to know this.

The Senate, often referred to as the “chamber of sober second thought,” has played an important role in scrutinizing this legislation to ensure it truly benefits Canadians. Observers have noted that with a fractured government prioritizing political survival, many recent proposals emerging from the House of Commons seem rushed and poorly conceived.

Debate Sparks Discussion on Taxing Food Permanently

The GST holiday debate has also reignited broader discussions about the ethics and practicality of taxing food. The NDP has announced plans to introduce a motion to permanently eliminate the GST on grocery store food. This measure deserves serious consideration, as Canadians currently pay between $1 billion and $1.5 billion annually in GST on groceries—a figure that continues to grow each year.

Part of the issue lies with “shrinkflation,” which has led to a growing number of food items becoming taxable. For example, a box of six granola bars is not taxed, but a box of five is. Similarly, a container of ice cream over 500 ml is non-taxable, while a smaller one is taxed. Food economists estimate that 25 to 100 items each year cross into taxable territory due to such arbitrary thresholds. This fiscal inconsistency disproportionately affects consumers and adds to the inefficiencies of Canada’s tax regime.

Some proponents of food taxation argue that taxing less nutritious items, such as sugary snacks or beverages, can discourage unhealthy consumption. However, studies highlight that empirical evidence does not support this claim. In Canada, no studies have conclusively shown that food taxes result in meaningful reductions in sales or significant changes in consumption habits.

The soda tax implemented in Newfoundland and Labrador in 2022 provides a clear example. While the tax generated $6.1 million in its first year, revenue nearly doubled to $12 million in the following fiscal year—indicating that soda consumption increased. Economists attribute this outcome to the supply chain’s ability to absorb the tax and maintain consistent retail prices, effectively neutralizing any deterrent effect. This policy, instead of promoting healthier choices, became a straightforward revenue-generating mechanism.

Taxing Food is Ineffective and Regressive

Taxing food is both ineffective and regressive. It disproportionately penalizes lower-income households, who often rely on lower-cost, less nutritious options out of necessity or limited awareness. Education and consumer awareness, they argue, are far more effective tools for encouraging healthier eating habits.

The GST holiday debate has exposed how Canadians have become increasingly conditioned to view taxes as a tool for influencing behavior, despite little evidence to support this belief. A permanent removal of the GST on grocery store food would represent a meaningful step toward addressing food affordability while respecting consumer choice. Rather than relying on punitive taxes, the focus should shift to education, access to affordable nutritious foods, and policies that support healthier lifestyles without imposing additional financial burdens on consumers.

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Leger releases second edition of “Cracking the Newcomer Code”

Photo: Jack Sparrow

Leger, the largest Canadian-owned market research and analytics firm, has released the second edition of its study, Cracking the Newcomer Code, a comprehensive study of newcomers to Canada. 

The company said in a news release that the study offers an unprecedented perspective on the experiences, challenges, and issues newcomers face while painting a portrait of the evolution of their situation in various areas, such as the economy, employment, housing, societal integration, and perceptions of racism in Canada.

“This edition of the study also includes a brand-new section on newcomers’ retail habits in Canada, focusing specifically on grocery shopping and the beauty and personal care industry. Additionally, a more general retail-focused section has been added, addressing improvements to stores, advertisements, and loyalty programs,” it said.

Lisa Covens
Lisa Covens

“Retailers play a key role in helping newcomers to Canada feel at home,” said Lisa Covens, Vice President of Public Affairs at Leger. “With many newcomers facing financial challenges and looking for products that reflect their culture, offering diverse options and strong loyalty programs can make a big difference. Retailers have a unique opportunity to support newcomers while building stronger, more inclusive communities.”

Amid the federal government scaling back on its original immigration plans, as they plan to decrease the expected new permanent resident targets by 27% by 2027, it is increasingly important that Canada welcomes and retains the newcomers who choose our country. Embracing and supporting newcomers, both in society and through retail, is vital to fostering their integration and encouraging them to stay. This study, unveiled in a

webinar, is essential for those seeking to understand how this population thinks and shops and how products and services can be better adapted to suit their needs, said Leger.

Key takeaways from the study

  • Newcomers are walking a financial tightrope as they grapple with the Canadian economy;
  • Financial pressures plague newcomers to Canada with 51% describing their financial situation as poor compared to just over a third of the general population in Canada;
  • Adding to this, many newcomers are walking the income-expense tightrope with 58% saying their income is either equal or less than their expenses;
  •  From home to the grocery aisle, cultural connection matters. One-quarter say the availability of ethnic products from their country of origin is an important key factor when choosing a grocery retailer;
  •  Even more striking, 61% say their cultural background influences their purchasing decisions when shopping at a grocery store. Additionally, three in 10 say it is important that the staff member serving them is from their community;
  • Gaps in the aisles: room for improvement for grocers to meet the needs of newcomers. Two-fifths (44%) face challenges finding grocery products that meet their cultural or dietary preferences including food, cultural products, and spices or sauces;
  • Similar challenges exist in the personal care and beauty sector, with 38% reporting challenges finding products that meet their cultural preferences, such as skin and hair products;
Photo: Leger
Photo: Leger
  • First-moved advantage is effective as loyalty programs are important to newcomers;
  • Like all Canadians, newcomers have embraced loyalty rewards programs with nearly all belonging to at least one loyalty program. More than half of newcomers (54%) say that a loyalty program is a method for attracting newcomers;
  •  Furthermore, nearly three-quarters of newcomers say they would be likely to switch retailers for better loyalty reward;
  • Optimism and opportunity: newcomers have a renewed hope in Canada to live up to its promise. Two-thirds of newcomers would choose to immigrate to Canada again, a figure unchanged since Spring 2024;
  • While three-quarters plan to stay permanently, one- quarter is considering leaving;
  • Retailers can play a key role in keeping newcomers in Canada, as two-thirds say retailers help them adapt to Canadian culture and feel positive when they find familiar products;
  • Despite challenges, 80% of newcomers remain hopeful that Canada will uphold its values. Six in 10 feel positive about sharing that they are a newcomer, with one-third sharing their status proudly.

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Honestly Good Chicken Fingers launches in GTA

Honestly Good Chicken Fingers at CF Sherway Gardens in Toronto. Photo: Cadillac Fairview

Honestly Good Chicken Fingers has officially launched in the Greater Toronto Area (GTA), bringing a fresh, premium fast-casual dining experience.

Focused on top-quality meals, efficient service and a family-friendly atmosphere, Honestly Good is raising the bar in the quick-service restaurant industry, the brand said in a news release.

With locations at CF Sherway Gardens in Etobicoke and at The Well in Toronto, the restaurant serves only the finest chicken fingers, sourcing from trusted suppliers who adhere to the highest standards of freshness. Each meal is made-to-order, featuring a signature, scratch-made breading crafted with a unique blend of herbs and spices for an unforgettable flavor and satisfying crunch, it said.

Photo: Honestly Good Chicken Fingers
Photo: Honestly Good Chicken Fingers

“We’re committed to elevating the chicken finger dining experience in Canada,” said Naomi Kempkes, Co-Founder and Vice President of Operations at Honestly Good Chicken Fingers. “We’re thrilled with the success of our two Toronto locations and excited to continue expanding Honestly Good nationwide.

“The chicken finger market in Canada is valued at approximately $2 billion. With a team of seasoned industry professionals and a brand poised for nationwide growth, we are ready to expand across Canada and the United States, establishing ourselves as the premier destination for high-quality chicken finger meals.”

Designed with simplicity and efficiency in mind, Honestly Good streamlines its menu to reduce complexity, ensuring exceptional quality control and a smooth guest experience. This operational approach guarantees consistency in every meal while maintaining manageable overhead costs, it said. 

Photo: Honestly Good Chicken Fingers
Photo: Honestly Good Chicken Fingers

“The restaurant also prioritizes creating a welcoming environment for families. Recognizing the challenges of dining out with children, Honestly Good enhances the experience with fun elements like face painting, balloon artists, and magicians,” said the company.

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No Frills hits a milestone with 300 stores

Photo: No Frills

No Frills, Canada’s popular hard discount grocery retailer, has reached a major milestone with the grand opening of its 300th store.

Raman’s No Frills recently opened its doors at 325 Central Pkwy W, Mississauga.

This exciting opening underscores No Frills commitment to bringing quality and affordability to even more Canadian families, particularly within Mississauga’s vibrant and growing multicultural community, said the company in a news release.

Melanie Singh
Melanie Singh

“Reaching 300 stores is a testament to the loyalty the millions of customers who rely on No Frills for quality food and exceptional value,” said Melanie Singh, President of Hard Discount at Loblaw Companies Limited. 

“Since 1978, our commitment to offering low prices on everyday essentials has resonated with Canadians. This milestone fuels our passion to continue expanding and serving diverse communities across the country.”

Loblaw Companies Limited is Canada’s food and pharmacy leader, as well as its largest retailer and private sector employer. With over 1 billion transactions each year in its unmatched network of 2,500 stores and national e-commerce options, Loblaw brings food, pharmacy, beauty, apparel and financial services to customers through many brands: President’s Choice, No Name, Loblaws, Shoppers Drug Mart, No Frills, Real Canadian Superstore, T&T, Joe Fresh, PC Express and PC Financial. The company’s loyalty program, PC Optimum, has more than 16 million active members and is one of Canada’s largest and best-loved reward programs.

The Raman’s No Frills is nearly 40,000 square feet and features:

  • Freshly Cooked Rotisserie Chicken: The perfect grab-and-go meal solution
  • In-Store Bakery: Indulge in the aroma and taste of freshly baked bread
  • Organic & Gluten-Free Options: Catering to diverse dietary needs
  • Everyday Grocery Needs: Discover a full selection of grocery essentials, including popular no name® and PC® products at a great price
  • Holiday Savings Galore: Discover many new products from the PC® Insiders Report™ Holiday Edition, making your celebrations tastier and more affordable

Store Owner Raman Kumar brings more than 14 years of grocery experience, having started his journey in Mississauga in 2012.

“My journey with No Frills began right here in Mississauga,” he said. “Opening my second store in the Peel Region is incredibly rewarding. I’m dedicated to giving back to the community by creating 160 jobs and supporting local initiatives, including food banks and breakfast programs.”

As part of Raman’s commitment to supporting the local community, Raman’s No Frills will be donating $1,500 to Food Banks Mississauga to help those facing food insecurity. Raman’s No Frills  will also continue to support Food Banks Mississauga through the Feed More Families Holiday Food Drive which runs until December 24.

Joining Raman’s local efforts, No Frills is making an additional $30,000 donation to Food Banks Mississauga on behalf of all its stores across Canada, in celebration of the 300th store opening. Together, these contributions total $31,500 to help provide essential food support to those in need.

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Canadian Tire Corporation completes strategic review of its Financial Services business 

PHOTO: CANADIAN TIRE

Canadian Tire Corporation, Limited has completed the assessment of strategic alternatives for Canadian Tire Financial Services (CTFS or the Bank). CTC will retain 100% ownership of the Bank.

In a news release, the company said it explored options with a range of interested parties, including several of Canada’s leading financial services companies, and has chosen a path which builds upon the Bank’s strong return profile and meaningful earnings stream, and maximizes its contribution to CTC’s retail portfolio.

As CTC scales the Triangle Rewards loyalty program, CTFS will continue to add value through its relationship with Triangle credit card holders and its lens on the Canadian consumer, it said.

Greg Hicks
Greg Hicks

“The review underscored that Canadian Tire is uniquely positioned to maximize the Bank’s long-term financial and strategic potential,” said Greg Hicks, President and CEO, Canadian Tire Corporation. “Having reviewed the alternatives, we have gained insights that will make us an even better bank owner, with confidence that this is the optimal path for shareholder value creation, including through a scaled loyalty program.

“Retaining the Bank cements our flexibility to drive value to our retail businesses and pursue partnerships that will make Triangle Rewards membership more rewarding every day, in our stores and beyond. We are actively engaged in conversations with several of Canada’s largest brands about loyalty partnerships that are expected to broaden the value of Triangle Rewards – giving more Canadians more reasons to shop with us.” 

The company said it is expanding its retail ecosystem around Triangle Rewards, powered by its store banners and bank, as well as strategic loyalty partners like Petro-Canada – which allows Triangle members to earn eCTM outside CTC channels, every day. 

“Triangle Rewards is the cornerstone of the Company’s customer-focused retail strategy. The program uses insights, strategic offers and Canadian Tire Money (eCTM) to reward and engage more than 11 million loyalty members. CTFS distributes approximately 75% of all eCTM through its relationship with 2.3 million members who carry Triangle credit cards. Engaged Triangle Rewards members spend more than twice as much as non-members on average. Triangle credit card holders represent some of CTC’s most engaged customers,” said Canadian Tire.

“Canadian Tire Financial Services has been integrated with CTC’s retail business and customers for nearly three decades. It provides a competitive advantage – acquiring new accounts and issuing eCTM to loyal customers. The Company’s strategic review highlighted CTFS’ differentiated capabilities for assessing and managing credit card risk.

Over the last 10 years, the number of Triangle credit card holders has increased from 1.8 million to 2.3 million, and average receivables have grown by more than 65% to approximately $7.3 billion at the end of Q3 2024. In 2023, the CTFS business ranked as Canada’s seventh largest issuer of credit cards by receivables outstanding, generating $385 million of income before income taxes.”

CTC also confirmed its intention to substantially reduce the borrowings associated with its October 2023 repurchase of 20% of the Canadian Tire Financial Services business through the significant improvement in cash from operations to the end of Q3 2024 and the $258 million proceeds from the sale of a Brampton industrial property announced on November 15, 2024. 

CTFS’ existing committed credit facility of $1.1 billion remains in place until April 2025 and the company is exploring alternatives to replace the facility at maturity, it said.

Canadian Tire Corporation, Limited is a group of companies that includes a Retail segment, a Financial Services division and CT REIT. Its retail business is led by Canadian Tire, which was founded in 1922. Party City, PartSource and Gas+ are key parts of the Canadian Tire network. The Retail segment also includes Mark’s, a leading source for casual and industrial wear; Pro Hockey Life, a hockey specialty store catering to elite players; and SportChek, Hockey Experts, Sports Experts and Atmosphere, which offer the best active wear brands. The company’s close to 1,700 retail and gasoline outlets are supported and strengthened by CTC’s Financial Services division and the tens of thousands of people employed across Canada and around the world by CTC and its local dealers, franchisees and petroleum retailers. In addition, CTC owns and operates Helly Hansen, a leading technical outdoor brand based in Oslo, Norway. 

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GST Holiday: Why Economists Say It May Worsen Food Prices

Inside a Loblaw Grocery Store (Image: Dustin Fuhs)

The announcement of a GST holiday beginning on December 14 has been framed as a relief measure for Canadians facing rising food prices. However, many economists, including those specializing in food policy, argue that this initiative may not only fall short of providing meaningful assistance but could also worsen the situation for consumers and the broader economy. Insights from the recently released 2025 Canada’s Food Price Report, a collaborative effort by researchers at Dalhousie University, the University of Guelph, the University of Saskatchewan, and the University of British Columbia in its 15th year, reveal why such a policy might backfire and exacerbate challenges for Canadian families.

The report anticipates food price increases of 3% to 5% in the coming year, with certain categories like meat products potentially increasing by as much as 6% and vegetables by 5%. These rising costs are occurring in an environment already strained by record levels of food insecurity, with over 22.9% of Canadian households affected.

Risks of Opportunistic Pricing by Retailers

The GST holiday also risks encouraging opportunistic pricing behaviours from major grocers, many of whom have faced public and political scrutiny for their pricing strategies. Retailers like Loblaws, Metro, and Sobeys could subtly adjust prices during the GST holiday to protect margins—not just for taxable products but also for non-taxable food items. That’s right, non-taxable food as well. This could lead to a tide-lifting-all-boats effect on food prices, undermining any savings consumers might expect.

Additional factors contributing to rising food costs include recycling fees manufacturers are now required to pay in Ontario and other provinces. These fees, designed to shift waste management costs from municipalities to producers, are often passed down to consumers through higher product prices. Combined with other pressures, including labor shortages in agriculture, logistical bottlenecks, and climate-related production challenges, these added costs make meaningful price relief difficult to achieve for Canadian families.

Limited Benefits for Food-Insecure Households

For households experiencing food insecurity, the GST holiday offers little tangible benefit. Families who dine out often may save $20 to $30 per person, but significant savings depend on having the disposable income to spend heavily on consumption—a luxury many vulnerable households lack. These families, often reliant on food banks, prioritize accessing basic staples over capitalizing on temporary tax relief. The record 2 million visits to food banks in March 2024, outlined in Food Banks Canada’s Hunger Count, underscores the growing reliance on hunger-relief organizations—a trend unlikely to be reversed by short-term measures like a GST exemption.

Critics of the policy also highlight the economic inefficiency of temporary tax holidays. While politically expedient, these measures fail to address the systemic issues driving food price inflation. Resources allocated to implementing a GST holiday might be better directed toward long-term solutions, such as strengthening local food supply chains, providing targeted subsidies for vulnerable populations, fostering innovation in agricultural practices, and addressing industry-wide cost pressures like recycling fees.

Temporary measures, like government-issued cheques aimed at “buying support with people’s own money”, further complicate the landscape. These one-time payments often fail to address the root causes of affordability issues, offering fleeting relief while adding to fiscal pressures. Critics argue that such initiatives are little more than political band-aids, giving the illusion of support while ultimately recycling taxpayer funds in a way that does little to mitigate systemic challenges.

A Case for Permanent GST Elimination on Food

A permanent elimination of the GST on food sold in grocery stores would have been a far better measure. The GST is a regressive tax, disproportionately affecting lower-income Canadians who spend a larger share of their earnings on basic necessities like food. Removing this tax entirely would provide meaningful, lasting relief to those who need it most, without creating the temporary distortions or potential for abuse that a limited holiday or one-time payments bring. By targeting the root of affordability issues, such a move would better support vulnerable households while simplifying the system and increasing trust in food pricing.

The GST holiday, despite its appeal as a quick-fix solution, may ultimately exacerbate the very problems it seeks to solve. Economists caution that while Canadians may experience initial relief at the checkout counter, the broader impact could include rising prices, increased frustration, and a missed opportunity to implement sustainable food affordability measures. The 2025 Canada’s Food Price Report emphasizes the need for policies that prioritize resilience and trust in the food system, advocating for a shift away from temporary relief toward addressing the structural challenges impacting food affordability and accessibility.

As one former U.S. President famously said, “Government is not the solution to our problem; government is the problem.” Experimenting with fiscal policies through temporary measures for political expediency is not only shortsighted but also dangerous.

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Anatomy of a Leader: Blake MacDonald, President, Orangetheory Fitness Canada

In about 1999, there was a business for sale out of receivership in Alberta called Club Fit, owned by Edmonton entrepreneur Peter Pocklington and former owner of the Edmonton Oilers of the National Hockey League.

Blake MacDonald
Blake MacDonald

Blake MacDonald, as Managing Partner of Franvest Capital Partners Inc., bought the brand out of receivership. 

“We found ourselves as investors, and we were kind of minority investors originally in the deal, in the fitness business,” said MacDonald, who today is President of Orangetheory Fitness Canada. “And what we figured out about the fitness business, it wasn’t really the fitness business as much as it was the people business and it was the finance business. 

“And we loved it. It was about building recurring revenue. It was about allowing people to reach their fitness and wellness goals . . . You were doing something that was going to help people with their lives. We immediately fell in love with it. We ran Club Fit for almost nine years. Doubled the revenue, quadrupled the profitability and eventually sold it to a private equity firm in 2008 which kind of led us to Orangetheory Fitness.”

MacDonald said a consultant of theirs found Orangetheory when it was in its infancy with two or three locations. In about 2009, MacDonald went to Florida to check out the brand. He was told it was the perfect hybrid of science, technology and coaching – nothing like it out there.

At first they were not interested but after about eight months they decided to check it out.

“It blew us away. We immediately invested as a franchisor and we bought the master franchise rights for Canada and off to the races we went,” he said.

MacDonald grew up in Cold Lake, Alberta in the northeast part of the province. He was the second son of a couple of teachers. 

“It was a great place to grow up. Curled, golfed, skied, water skied. You get to do everything when you’re up there. It’s just like one of the best places in the whole world. Didn’t come to Edmonton until 1995. I came for university, graduated with a finance degree in 1999 (from the University of Alberta),” said MacDonald. 

“The reason I went into finance originally is because I was a curler. I was a professional curler. I felt like that was a career path that was going to allow me to curl. I was so wrong about that. I came to the city and was on a really good curling team and in 1999 I went to the Brier with my brother. 

“Eventually curled all the way until about 2010. I was actually on Team Koe when we won the Brier and world championships in 2010. I quit curling after that because I was in the finance business and it was so busy and I had a young family. But I fell in love with the finance business.”

MacDonald has been a Managing Partner of Franvest Capital Partners Inc. a boutique merchant bank for the past 25 years.

Orangetheory is one of the company’s biggest holdings.

In the past MacDonald was President of Fit Fresh Foods, President of World Health Edmonton, Chief Operating Officer of Club Fit and VP Finance of Xs Flooring.

The company also has another business called the Dog Stop out of Pittsburgh, a dog care facility with more than 50 locations in the U.S. The company also has been involved in residential rental real estate. Franvest also has an investment business.

What MacDonald likes about the fitness industry is that you’re helping people “achieve more life.”

“You’re changing people’s lives every day. The more successful a studio or the business, the more lives you’re changing,” he said. “It’s such a noble cause. At the end of the day, that’s why we love the business. That’s why we’re still involved in it.”

MacDonald still curls on Thursday nights and it’s more about the socializing than the curling.

One of the biggest things he learned in his curling career was how to achieve something as a team. You have to put yourself second to that team. The team is what matters. It’s about communication. It’s about goal congruency. It’s about being honest with yourself and your team members. Integrity. Doing what you say you’re going to do. And it’s about accountability.

“All those things from being a part of a professional team is what you take to business. It’s exactly the same things. Those are the exact same things you need to be successful in business. For us at Orangetheory, it’s not just our team here at Orangetheory Fitness Canada, it’s our franchisees, it’s their staff and ultimately it’s even our members making sure they understand. They’re a stakeholder in this business and it’s bringing them up to speed, making sure they understand why we’re doing what we do. Communicating and getting everybody on the same bus so we’re all rolling in the same direction,” explained MacDonald.

Principles MacDonald lives by as a leader

He said there are principles he tries to live by as a leader of the company. Honesty and integrity for one.


“One of the things I talk about is no job is below you. Everything is everyone’s job, including me,” added MacDonald.

“Accountability. I have a propensity for taking meeting minutes for every single meeting I’m in with action items and we follow up on those items and we make sure that people get things done. Accountability is critical.

“The other thing I really live by is goal congruence. That means goal congruency with your franchisees, your corporate staff, your members. Everybody’s got to be rolling in the same direction. If they’re not, it throws a wrench in the tire for sure.”

As busy as he is, what’s important to him is getting into Orangetheory and doing two or three classes a week.

“You’ve got to look after your body if you’re going to have a clean and a workable mind,” he said.

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Maison Territo Opening Luxury Furniture Store at Royalmount

Rendering of the Maison Territo store at Royalmount in Montreal. Image supplied

Maison Territo, a new luxury furniture destination, is set to open its doors at Royalmount in Montreal this January. The 11,000-square-foot space will showcase an array of high-end designer furniture and exclusive collections from renowned Italian fashion brands Fendi Casa, Versace Home, Dolce & Gabbana Casa, and Bentley Home. This marks a first-of-its-kind concept in Canada, offering Montrealers access to globally celebrated luxury furniture lines.

“We are thrilled to bring this unique concept to Montreal,” said David Territo, CEO and co-founder of Maison Territo. “Our goal is to provide customers with a curated, immersive experience where they can explore exquisite collections that combine fashion and furniture, all under one roof.”

Maison Territo will span 11,000 square feet on the first floor of Royalmount in Montreal. Floor plan: Royalmount

A New Era for the Territo Legacy

Maison Territo builds upon the legacy of Casavogue, a premium furniture store founded over 50 years ago by David Territo’s parents, Calogero and Francesca Territo. Casavogue has long been synonymous with high-quality furniture and trendsetting designs.

David Territo

The new store, described by Territo as “Maison Territo by Casavogue,” reflects both an evolution and a tribute. “It took us a long time to choose a name for this new space, but ultimately, it was an obvious choice to honour my family and my parents,” he explained.

Territo and his wife, Liv Siv-Ing, are the driving forces behind this new chapter. “This project is incredibly close to our hearts,” he added.

An Immersive Luxury Experience

Maison Territo’s design concept integrates four distinct mini-stores within its space. Each brand—Fendi, Versace, Dolce & Gabbana, and Bentley—will have its dedicated area, immersing customers in the aesthetic and ethos of the respective collections.

“The layout allows customers to fully experience the identity of each brand,” Territo said. “When you walk into the Fendi area, you feel like you’re stepping into a Fendi boutique. The same applies to Dolce & Gabbana, Bentley, and Versace.”

In addition to its furniture collections, Maison Territo will showcase lighting fixtures by Larose Guyon, a prestigious Canadian company known for its handcrafted designs. Among the highlights will be a signature lighting installation over a 17-foot bar in the store, intended as a gathering point for events and socializing.

The store will also offer exclusive Devialet portable speakers created in collaboration with Fendi, adding a unique audio element to its offerings.

Rendering of the new Maison Territo at Royalmount in Montreal. Image supplied
Rendering of the new Maison Territo at Royalmount in Montreal. Image supplied

Filling a Gap in Montreal’s Luxury Market

David Territo emphasized that Maison Territo aims to cater to a clientele seeking exclusive, high-quality home furnishings. “Many of our customers travel to places like Miami, New York, and Paris to find unique pieces,” he noted. “Now, they can find these luxury collections locally.”

Targeted at moneyed, design-savvy customers, the store will also work closely with architects and interior designers. “Often, a client will choose a single statement piece and design an entire space around it,” Territo explained.

The location at Royalmount aligns perfectly with Maison Territo’s upscale vision. “Royalmount is becoming Montreal’s premier luxury destination, with top-tier brands and an incredible environment for clients seeking quality and elegance,” Territo said.

Dolce & Gabbana at the new Maison Territo at Royalmount in Montreal. Image supplied
Dolce & Gabbana at the new Maison Territo at Royalmount in Montreal. Image supplied

A Personal Mission

For David Territo, Maison Territo is more than a business venture; it’s a deeply personal endeavour. After losing two brothers to cancer in recent years, Territo felt a renewed commitment to honour his family’s legacy.

“Opening Maison Territo is a way to carry our family name forward,” he shared. “There will even be a wall in the store featuring one of my father’s original designs, carved into stone. It’s a tribute to where we started and where we’re headed.”

Versace Home at the new Maison Territo at Royalmount in Montreal. Image supplied
Versace Home at the new Maison Territo at Royalmount in Montreal. Image supplied

Looking Ahead

While Territo’s immediate focus is on the January opening of Maison Territo, he hinted at the potential for future expansion. “We didn’t plan on opening a second location initially, but who knows? I’d love to see this brand grow further,” he said.

“Montreal is ready for this,” Territo concluded. “We’re excited to welcome customers to experience something truly special.”

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Firehouse Subs in rapid expansion mode throughout Canada

Photo: Firehouse Subs
Photo: Firehouse Subs

Firehouse Subs, the restaurant brand known for its hot subs and commitment to public safety, has had an exceptional year of rapid expansion. 

The hot sub chain founded by former firefighters is the fastest growing sandwich brand in Canada with no plans of slowing down. Recently the brand surpassed the 100 restaurant level in Canada, marking an impressive year of rapid expansion across Canada.

In 2024 alone, Firehouse Subs has opened about 30 restaurants across Ontario, British Columbia, Alberta, Manitoba, Saskatchewan, and New Brunswick with plans to open 40 total by the end of the year. It all started in 2015 with the brand’s first locally-owned franchise restaurant in Oshawa.

Mike Hancock
Mike Hancock

“We couldn’t be more proud to serve Canadians coast to coast thanks to our accelerated growth in Canada,” said Mike Hancock, President of Firehouse Subs. “Our success is rooted in our amazing local and community-focused franchisees who are committed to serving incredible hot subs, delivering heartfelt service to guests and supporting local communities through the Firehouse Subs Public Safety Foundation of Canada.” 

In addition to the brand reaching the milestone of opening 100 restaurants, the Firehouse Subs Public Safety Foundation awarded a record-breaking $1 million worth of lifesaving grants to first responders across Canada in 2024.

Firehouse Subs is committed to supporting the Firehouse Subs Public Safety Foundation of Canada, which has awarded 369 grants worth more than $4.1 million to fund critical equipment for local heroes and public safety organizations. 

The brand was founded in 1994 by two brothers and former firefighters. Firehouse Subs is a subsidiary of Restaurant Brands International Inc., one of the world’s largest quick service restaurant companies with over $35 billion in annual system-wide sales and approximately 30,000 restaurants in more than 100 countries. RBI owns four of the world’s most prominent and iconic quick service restaurant brands – Burger King®, Tim Hortons, Popeyes, and Firehouse Subs.

Sam Gallant
Sam Gallant

General Manager of Canada Sam Gallant said the brand is very hopeful by the end of the year that it will get over the 110 mark and that will mean 40 new openings this year.

“We’re 100 per cent locally franchised. That’s what really sets us apart and what we’re extremely proud of is that our average franchisee today has about three restaurants. We think that’s really what sets us apart is our franchisees. They’re in their restaurants every day. They know their guests, they know their team members, they know their local fire departments. So that’s been really important for us. All of our franchisees have growth ambitions, and we’re really excited for them to grow,” he said.

Gallant said traditionally the brand was opening restaurants that were 1,500 square square feet up to 3000 square feet.

“But now we’re really focused on efficiency. Real estate is obviously at a premium right now. Everybody seems to be battling for the 1,200-square-foot location and that’s typically what we’re looking to build. But we actually just opened a location in Toronto, which is a little over 800 square feet. Just given the availability of real estate obviously in those markets. We’re excited about that and we’re actually going to be opening one in the Mission area of Calgary. That’s going to be an urban design a little over 800 square feet as well. We’re hoping to open that in late December.”

Gallant said the brand resonates with consumers in Canada.

“Our hot steamed meat, our proprietary steaming method with the our steamed meats and our melted cheese is something that our guests really love. Of course our generous portions is a big part of that but really for me what I think sets us apart is this year is actually a huge two big milestones for us. We’ve opened our 100th restaurant. Becoming more convenient for our guests. But this will be the first year that we actually give a million dollars to first responders in Canada which is a huge milestone for us. Since we entered Canada in 2015, we’ve given over $4 million.”

Photo: Firehouse Subs
Photo: Firehouse Subs

Gallant said the company is in six provinces and next year the goal is to be in at least nine provinces by adding Nova Scotia, PEI and Newfoundland. There are plans to hopefully in 2026 also be in one of the Territories.

He said the brand could grow to between 400 and 500 locations in Canada.

“We want to be more convenient for a guest and of course with every restaurant opening that means we get to give more to the first responders.”

This year Firehouse entered into a partnership with the Toronto Maple Leafs of the National Hockey League.

It also entered into smaller partnerships with the Ottawa Senators, Vancouver Canucks, and Calgary Flames. New to come in the New Year will also be a partnership with the Edmonton Oilers.

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Amazon releases annual investment in Canada report

Photo: Amazon
Photo: Amazon

Amazon has released its annual year-end compilation of how the company is investing in Canada. The report features the latest data about the company’s presence in Canada, and its impact on local communities.

“Amazon is a powerful engine of growth for the Canadian economy. Through innovation, investments, and job creation, Amazon is helping transform the economic potential of communities across the country,” said the report.

“Since 2010, we’ve made direct investments in our Canadian operations of more than
$50 billion. This includes both capital expenditures (such as the fulfilment centres and data centres we build) and operating expenditures (such as the jobs we create). These direct investments create a ripple effect through the economy: Keystone Strategy, an independent economics consulting firm, estimates that Amazon’s investments contributed an additional $43 billion in spillover value-added effects to the Canadian GDP between 2010 and 2023 (Amazon’s spillover value-added effects represent the indirect effects of Amazon’s investments on Canada’s GDP. Amazon’s investment has indirect effects in the economy due to the expanded production of firms that supply the goods and services purchased by Amazon).

“These investments have helped us create more than 46,000 good jobs with competitive pay and benefits across Canada, at our corporate Tech Hubs in downtown Toronto and Vancouver and our close to 70 Operations and logistics sites from coast to coast.

Photo: Amazon
Photo: Amazon

“At Amazon’s Vancouver Tech Hub, we recently celebrated a milestone by moving into the 21-floor South Tower of the Post and inaugurating a new 43,000 square foot atrium that provides collaboration spaces for Amazon employees, including a café, event venue, break- out areas, and meeting rooms.”

The company said it is investing more than $100 million toward pay increases for customer fulfillment and middle and last mile logistics employees in Canada, a 54% increase over our 2023 total investment in compensation. This investment brings Amazon’s average frontline hourly base wage to $22.25 per hour—up from close to $20.80 in 2023.

“During Amazon’s annual Global Month of Volunteering in May, more than 6,000 employees across Canada contributed more than 5,500 volunteer hours to over 90 community organizations,”it said.

“More than 60 local brands are represented on the Amazon.ca storefront dedicated Les Produits du Québec, whose three certification brands—Product of Québec, Manufactured in Québec, and Designed in Québec—guarantee that a product is truly made locally.

“Amazon MGM Studios, as well as MGM Television and MGM+ Studios, have produced and commissioned more than 40 series and films that have been shot in Canada.

“Our 2024 report illustrates how we use our scale, technology, resources, and passion to generate economic benefits and vitality—including our growing contributions to local communities, sustainability initiatives, and more.”

Key new data in the report includes:

  • Amazon’s workforce has grown to more than 46,000 people across Canada, working in Operations and corporate roles.
  • Amazon has grown to more than 70 Operations and logistics sites across Canada. Highlights from 2024 include the opening of YYC4, a 2.8 million square foot Amazon Robotics fulfilment centre in Calgary, Alberta, and new AMZL delivery stations in Burnaby, BC; Calgary, AB; Windsor, ON; Richmond Hill, ON; and Ottawa, ON. These investments in Amazon’s local logistics network are improving delivery speeds for customers: currently, more than 20 million items are available with free Prime shipping in Canada, and Prime members within the Greater Toronto Area, Southwestern Ontario, and Metro Vancouver can now enjoy faster Same-Day Delivery, with the option to select a new 5:00 p.m. to 10:00 p.m. delivery window at checkout.
  • Amazon is supporting the local community in new ways: in 2024, Amazon launched its first official collaboration with the Royal Canadian Legion to offer supporters the opportunity to purchase lapel Poppies and other official Remembrance items in the Amazon.ca store. In September 2024, the Centre Lasallien, located in Montréal, Quebec’s Saint-Michel neighbourhood, teamed up with AWS to open the first AWS Think Big Space in Canada. This dedicated educational hub offers students, educators, and local residents the opportunity to discover and explore innovative and imaginative ideas in the STEAM fields through a range of learning paths, including coding, programming, robotics, and much more.
  • As of October 2024, Amazon has removed all plastic air pillows from delivery packaging used at our global fulfilment centres (including those in Canada), as part of ongoing investments to reduce packaging waste.

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