Global eyecare and eyewear provider Specsavers has partnered with Col. Chris Hadfield, the renowned Canadian astronaut, for a new awareness ad campaign. The goal is to shift perspectives on eye health importance among Canadians who have been neglecting their regular check-ups.
A recent study commissioned by Specsavers has uncovered a concerning trend: nearly half of Canadians are overdue for an eye exam.
“I know first-hand how important vision is after experiencing temporary blindness during a spacewalk,” Hadfield said in a statement. He emphasized the crucial role of early detection in eye health, drawing parallels to space safety protocols.
Specsavers Canada at The Pen Centre (Image: Specsavers Canada)
Specsavers is equipping its locations with advanced Optical Coherence Tomography (OCT) technology. This 3D scanning tool is included in every standard eye exam at no extra cost, aiding in the early detection of sight-threatening conditions.
The Leger study revealed some alarming statistics about Canadians’ attitudes towards eye health:
42% cite cost as a deterrent for eye exams or corrective lenses
71% believe vision loss is a normal part of aging
53% are unaware or disagree that most vision loss is preventable
77% of 18-34 year-olds have missed or not booked an eye exam
The findings are particularly concerning given that 75% of all vision loss is preventable and treatable, according to the Canadian Council of the Blind.
As eye health risks increase with age, Canadians 65 and older are advised to have annual eye exams, while those under 65 should have check-ups every two years.
Specsavers, an optometrist-owned and-led business, entered the Canadian market in 2021. The company has grown rapidly now with over 130 locations across B.C., Alberta, Ontario, and Manitoba. Specsavers was recently recognized in Canada’s Best Workplaces™ List for 2024 by Great Place To Work®.
Founded in the UK 40 years ago, Specsavers now operates more than 2,600 healthcare businesses globally, serving over 42 million patients and customers. The company’s mission is to transform eyecare in Canada by offering exceptional service, advanced clinical equipment, and affordable, quality eyewear.
In a recent development that may signal a notable shift in corporate governance within the agri-food sector, both Molson Coors and John Deere have announced the termination of their existing equity, diversity and inclusion (EDI) programs this summer. In place of these initiatives, they have opted for what they describe as a “more comprehensive approach.” This move reflects a broader discourse unfolding in boardrooms globally, where the long-term viability of ‘wokeness’ as a business strategy is increasingly debated.
Historically, EDI efforts have been championed as essential not only for cultivating an inclusive workplace but also for boosting company performance. The logic has been straightforward: diverse teams are often more innovative and more adept at addressing the needs of a varied customer base. Indeed, the value of a diverse workforce and management team is particularly recognized in the food sector, traditionally dominated by white males. However, the recent strategic pivot by American companies Molson Coors and John Deere—suggests a shift towards an inclusivity model that diverges from the conventional EDI framework.
The term “woke,” often used pejoratively, has come to encapsulate and critique activism predominantly aimed at defending the rights of minority and marginalized groups, drawing on concepts from academic fields like critical race theory to advocate for social justice. Although necessary, the frequent usage of the term has diluted its impact.
Molson Coors’ adoption of a “more comprehensive approach” implies a strategy that integrates inclusivity into the broader fabric of business practices rather than maintaining it as a parallel initiative. This could represent a more intrinsic and holistic method of embedding inclusivity throughout the company’s operations, arguably more effective than standalone initiatives.
This strategic shift prompts a crucial question: Does an overt focus on ‘wokeness’ undermine financial sustainability, particularly when corporate revenues are under pressure? The implication here is that there may be a diminishing return on investment from EDI programs that are poorly integrated into the core operations of the company or fail to engage all stakeholders. It appears both companies have recognized this misalignment and are transitioning towards a model that seeks to uphold inclusivity while potentially enhancing financial health and shareholder value.
The accounting of EDI benefits may be flawed, preventing companies from fully recognizing its contributions. While public sectors and educational institutions can persist with EDI initiatives without risking insolvency, private corporations face existential financial pressures.
Critics may view this change as a regression in addressing systemic inequities within these corporations. A significant concern remains that without dedicated EDI initiatives, issues of underrepresentation, bias, exclusion and racism could re-emerge or intensify. Thus, the challenge for Molson Coors and John Deere is to demonstrate that their revamped strategies are not merely superficial changes but genuine attempts to integrate inclusivity into their corporate ethos—a process that will take decades.
Both companies now must demonstrate that their revised approach is not just a cost-saving measure but a sustainable strategy that can enhance corporate culture, improve employee morale, and meet the needs of a diverse global market. They need to prove that inclusivity can be synonymous with profitability, not merely an adjunct or a regulatory compliance issue but a core business tenet.
Other corporations observing these changes will be eager to determine whether this strategic refinement leads to increased competitiveness and market leadership. This could establish a new benchmark for how businesses incorporate social values into their operational models, shifting from a narrow focus on ‘wokeness’ to a broader, possibly more enduring understanding of inclusivity and equity in the corporate landscape.
People eating at Cathcart Food Hall. Photo courtesy of CBRE
It’s lunchtime on a Thursday and Montreal’s Le Cathcart food hall is bustling. As the smell of fresh pizza fills the air, a man chows down on an enormous Italian sandwich in the sun-filled Biergarten while a woman perched on three-inch stilettos chats with a co-worker over poke bowls. Later in the day Le Cathcart will transform into a trendy bar and fill up with young professionals mingling, drinking elaborate cocktails and dancing to local DJs.
Le Cathcart is one of Montreal’s hottest food halls, a cafeteria-style market concept that has gained momentum across Canadian cities over the last few years. Unlike food courts, which typically comprise an assortment of fast-food operators, food halls are curated with local, artisanal restaurateurs and often serve alcohol. They are a popular spot for social events and gatherings due to the large array of food they offer and the community feeling they foster.
“The food hall trend is well beyond taking off, it’s spreading rapidly, but what’s interesting is that the concepts keep getting better,” says CBRE Montreal’s Christopher Rundle. “Landlords are finding creative ways to fill big spaces on the ground floors and basements of their buildings and making their assets more appealing in the process.”
FAST FOOD AND CASUAL SECTION OF LE CATHCART. RENDERING: SID LEE ARCHITECTURE/SUPPLIED
Canada’s Booming Food Hall Scene
Le Cathcart is one of several food halls that have opened in Montreal in recent years. It was preceded in 2019 by Le Central, a gastronomic hub in Montreal’s Quartier des Spectacles and Time Out Market, a trendy Lisbon-based concept that opened in Montreal’s Eaton Centre. Royalmount’s Le Fou Fou is on track to become Montreal’s next food hall sensation when it opens later this summer, with 12 eateries, four bars and 900-plus seats.
“Food halls have great atmosphere and hip offerings that attract big crowds,” says Rundle. “That’s why so many office and mall landlords are opting for them these days.”
Montreal isn’t alone in seeing the growth of the food hall trend. North Vancouver boasts The Quay Market and Food Hall at Lonsdale Quay Market, a waterfront carnival-style marketplace that opened for Expo ‘86. The market has recently been revitalized with new seating and food offerings and a bar featuring local brews on tap.
Calgary has First Street Market, a fully licensed food hall designed by Calgarians for Calgarians that serves local beers and cocktails, and District at Beltline, part of a mixed-use complex in one of the city’s up-and-coming neighbourhoods.
Le Fou Fou – Rendering: LemayMichaud via lefoufou.com
Toronto saw PATH-adjacent Chefs Hall open in 2018 and TABLE Fare and Social open on the fourth floor of CIBC Square, a downtown office tower, in 2023. These were followed by the launch of three food halls in 2024 alone: CF Toronto Eaton Centre’s Queen’s Cross Food Hall opened in April followed by The Well’s approximately 50-vendor Wellington Market in May and Waterworks Food Hall in July.
Ottawa also has a food hall, Queen St. Fare, featuring one of the city’s top mixologists and six local food vendors, including a Mexican street food stall by Top Chef Canada winner René Rodriguez.
“Food halls are not the food courts you grew up with,” says CBRE Urban Retail Team’s Alex Edmison, whose team brokered the retail deals at The Well. “They pull people in with authentic local food vendors, cool designs and atmospheres that make you want to be there.”
Queen’s Cross Food Hall – Photo: Oliver & Bonacini
Ingredients for Success
Food halls may be on the rise but Edmison says they require certain circumstances to succeed. “They can work to differentiate large-scale developments such as malls, office complexes and mixed-use properties,” says Edmison. “They can help sell the vision for a property and draw people to less centralized locations by providing an experience they can’t get anywhere else.”
For landlords, transacting with independent food retailers can be more labour-intensive than doing business with international fast-food brands that have extensive real estate experience and know how to build spaces efficiently. “Food halls are just not scalable like traditional food courts,” says Edmison. “But under the right circumstances, they can add a lot of value to a development or property. We can help clients determine whether a food hall is feasible for their project.”
Food halls can require larger up-front investments on behalf of the landlord, who may have to contribute more resources towards the original build-out. Alternatively, they can head lease the space to groups such as Time Out, which manage the process of sourcing the tenants and getting them open for business. Under either scenario, food halls can be attractive for smaller restaurant operators who have less experience building out spaces and may not want to compete with large franchises that can offer quicker and cheaper food options.
Le Central – Photo: André Rainville (@villedepluie) via lecentral.ca
“It’s pretty much plug-and-play and involves minimal start-up costs,” Rundle says. “Food halls enable restaurant operators to focus on what they do best and provide the public and nearby tenants with a cool food venue.
“Whether or not food halls will bring about a dining revolution is yet to be seen.”
Preliminary success is encouraging retail and office landlords to double down on this concept to help revitalize properties and increase utilization post-pandemic. Whether the trend has legs is unclear, but in the meantime, eat and drink up, Canada!
(This content comes from CBRE’s Advantage Insights blog, your one-stop source for news and views from across the Canadian commercial real estate landscape.)
60 Carlton Street (CNW Group/Crestpoint Real Estate Investments Ltd.)
Crestpoint Real Estate Investments Ltd. have announced the acquisition of a 50 per cent interest in a three-building portfolio from Loblaw Properties Limited and Shoppers Realty Inc.
“The Portfolio consists of one distribution center and two retail properties. The distribution center is a 711,000 sq. ft. dual load distribution facility located in Mississauga, Ontario. The two retail assets include a 150,000 sq. ft. Real Canadian Superstore in Winnipeg, Manitoba and a strata title interest in the lower floors of 60 Carlton Street in Toronto, Ontario, formerly Maple Leaf Gardens. Originally constructed in 1931, this iconic building was the home arena of the Toronto Maple Leafs until 1999, but now houses 95,000 sq. ft. of retail space including a flagship Loblaws grocery store, an LCBO outlet, a Joe Fresh location and 150 underground parking spaces. Toronto Metropolitan University will retain its ownership of the top level of the property which houses the Mattamy Athletic Centre,” it said.
“The Portfolio is 100% leased for 15+ years and is backed by Loblaw’s and Shoppers’ investment grade credit parent company, Loblaw Companies Limited. Crestpoint, on behalf of the Crestpoint Core Plus Real Estate Strategy (its open-end fund), entered into this joint venture transaction with Choice Properties, Canada’s largest REIT with over 700 properties valued at $16.7 billion and a market cap of ~$10.6 billion.”
The company said closing of this acquisition brings Crestpoint’s total assets under management to $10.4 billion and 38.3 million square feet.
Michel's Bakery and Café at Toronto's Yorkdale Shopping Centre on September 1, 2024. Photo: Craig Patterson
Retail sales reached $68.7 billion in June, a decrease of 3.0% compared with the same month one year earlier. Lower sales were reported in 13 of the 18 commodity classes, reported Statistics Canada on Monday.
The advance estimate provided by the Monthly Retail Trade Survey suggests that unadjusted total retail sales in July increased by 1.5%. Because of its preliminary nature, this figure will be revised, added the federal agency.
“In June, the largest decline in dollar terms came from lower sales of motor vehicles (-8.4%). The decrease in this commodity class was driven by lower sales of new motor vehicles (-7.6%) and used motor vehicles (-9.4%),” it said.
“For the second consecutive month, retail sales of hardware, tools, and renovation and lawn and garden products (-5.5%) decreased year over year in June. Sales of renovation materials and supplies (-6.9%) posted the largest decrease within the class, driven by lower sales of lumber and other renovation materials and supplies (-8.6%).
“In dollar terms, the largest increase in June came from sales of food and beverages (+1.4%). Leading the growth within this product class were higher sales of eggs and dairy products (+6.6%) and cookies, confectionery, and snack foods (+5.7%). Lower sales of alcoholic beverages (-5.2%) partially offset the increase.”
Amazon is hiring thousands of people for the holiday season. Photo courtesy of Amazon
Amazon has confirmed that its newest fulfilment centre, YHM2, will open in Cambridge, Ontario on September 29. Measuring nearly one million square feet, with capacity for more than 1,000 employees, the new facility will offer in-demand skills training and career growth opportunities while helping optimize Amazon’s regional operations network, it said.
At YHM2, Amazon product inventory will be stored, managed, and distributed to regional Amazon Robotics fulfilment centres, allowing them to fulfil a wider selection of customer orders at the fastest-possible delivery speeds.
Greg Clutton
“YHM2 will bring the best of Amazon’s logistics expertise to Cambridge while making the city an important part of how we support our local fulfilment network and offer a leading product selection to customers,” said Greg Clutton, YHM2 Site Lead. “We are proud to be creating good jobs while making important contributions to the local community.”
Because of Cambridge’s strategic location, YHM2 will play a key role in supporting Amazon fulfilment centres in southwestern Ontario as the company prepares for the holiday season. The site will launch with more than 250 jobs, and has the capacity to scale to more than 1,000 jobs as operations ramp up. Employees will have the opportunity to build new skills and grow their careers by participating in training and certification programs related to the technology operated by the site, including forklifts. With the launch of YHM2, Amazon now operates 12 fulfilment centres, two sortation centres, 16 delivery stations, and two AMXL delivery stations in Ontario, explained Amazon.
The company said it is donating $66,000 to the YWCA Cambridge’s Small Steps to Success program. Small Steps to Success helps empower local women and gender-diverse individuals in the Region of Waterloo to achieve their personal and professional goals, aligning with Amazon’s commitment to fostering skills training, inclusive opportunities and long-lasting community impact.
Kim Decker
“YWCA Cambridge is pleased to welcome Amazon to the community. Their commitment to investing in women’s employment through this donation will provide much needed support to the women and gender-diverse individuals who access our employment programs. We look forward to a continued partnership where all women and gender-diverse individuals have the opportunity to reach their full potential,” said Kim Decker, CEO, YWCA Cambridge.
Amazon is also supporting the construction of 24 stacked townhomes in Cambridge through a donation to Habitat for Humanity. The project will provide working families in need with access to home ownership.
Philip Mills
“Everything that we do to make a difference in the lives of families in our community is done through partnerships. Because of the generosity of folks like Amazon, children have a safe place to grow up, parents have the peace of mind knowing they can’t be evicted, and the community is one step closer to a solution to our affordable housing crisis,” said Philip Mills, CEO, Habitat for Humanity Waterloo Region.
Amazon said it has invested over $1 billion globally in safety initiatives since 2019. In 2024 alone, the company allocated over $750 million to invest globally in technologies, resources, training, and programs to further enhance safety efforts.
Candidates interested in working at YHM2 are encouraged to visit www.amazon.ca/canadahourlyjobs.
(Bruce Winder is a retail analyst, advisor and speaker with 30+ years experience in big retail, consulting and teaching)
As the new school year is here, many families are finding the excitement of a fresh start is overshadowed by the costly burden of back-to-school shopping. Parents in Canada are faced with a question: how can they navigate this financial challenge without sacrificing their children’s needs and educational experience?
Bruce Winder
Back-to-school spending is the second-largest annual retail expenditure for households, trailing only holiday shopping. According to a 2024 report from Deloitte, consumers spend a yearly average of almost $600 per student on back-to-school supplies alone.
However, the back-to-school shopping landscape – and the retail landscape as a whole – has been shifting. While Canadians may feel like their social media feeds are bombarded with “back-to-school hauls,” the reality is more and more families are shrinking their back-to-school budgets and opting for more conscious spending. Deloitte reported a decrease in school spending from past years – from $661 in 2022, to $597 in 2023 and down to an average of $586 per student this year.
It’s fair to say that the cost-of-living crisis has extended well beyond housing, gas and groceries to also include clothing and everyday essentials. In this difficult economic climate, consumer priorities are shifting as families become more mindful of where they’re spending their hard-earned cash – and more importantly – how they can save. Retail trends have been quick to adapt to these changes.
Previously, younger generations gravitated towards brand names and celebrity-endorsed products that flooded their social media feeds. Now, brand loyalty is waning as families prioritize cost savings and embrace discount and secondhand shopping.
In 2024, there is a growing preference for cheaper, unbranded or lesser-known alternatives to popular brand-name products. Approximately, 67 per cent of surveyed parents will shift brands if their preferred brand is too expensive, and 50 per cent will shop for private labels over name brands.
Online shopping, social media and apps have become viable solutions for families looking to stretch their dollars further. One in three parents plan on using social media sites to assist in their back-to-school shopping.
Even more so, online thrifting sites such as Facebook Marketplace and discount shopping apps have become increasingly popular because of the wide range of choices offered – many of which are identical in origin and quality to the products found in physical stores without the hefty supply chain mark-ups that inflate the costs of products.
Convenience is another major factor. Parents want to save time and money through one-stop shopping and easy returns offered by online marketplaces. For back-to-school supplies, they’re increasingly turning to direct-from-factory marketplaces like Temu, where they can find a wide selection of cost-effective products at prices significantly lower than other retailers.
Not participating in these retail traditions is easier said than done. Equally, we can’t ignore the positive benefits associated with them. Studies have consistently demonstrated that having school supplies of their own can improve students’ grades, creativity, attitudes toward learning, behaviour, peer relationships and self-image.
In today’s evolving retail landscape, parents should feel empowered to balance fiscal responsibility with purchasing the products their children need and want to start the new school year off strong. With smart shopping choices and an openness to trying new platforms in an ever-changing retail environment, Canadian families have the power to successfully navigate the economic challenges facing them today while provide the best for their family without breaking the bank.
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 several days.
Seven & i Holdings, the Japanese parent company of convenience store chain 7-Eleven, has rejected a US$38.6 billion takeover offer from Canadian retail giant Alimentation Couche-Tard. The proposal was deemed to undervalue the company and carry significant regulatory risks.
In a letter made public on Friday, Stephen Dacus, head of Seven & i’s special committee, outlined the reasons for rejecting the bid. Couche-Tard’s all-cash offer of US$14.86 per share, equivalent to about 5.5 trillion yen, was considered “opportunistically timed” and insufficient.
Despite the rejection, Seven & i left the door open for future negotiations. Dacus stated they would consider proposals that fully recognize the company’s stand-alone intrinsic value and address regulatory concerns in the current environment.
Image: 7-Eleven Canada
Laval, Quebec-based Couche-Tard, which operates about 17,000 stores in 31 countries including the Circle K brand, has long sought to acquire its Japanese rival. The proposed deal would create the world’s fourth-largest retailer, behind only Walmart, Amazon, and Costco.
Seven & i operates 86,000 stores across Japan, the United States, and other Asian nations. In Canada, the company has a growing presence, with stores in several provinces. The 7-Eleven brand remains popular in Japan, serving as a vital part of daily life for many consumers.
The takeover bid faces significant hurdles in the United States, where both companies have substantial operations. Seven & i expressed concerns about Couche-Tard’s lack of detailed plans for addressing potential antitrust issues. Analysts estimate that over 1,000 stores might need to be divested to satisfy regulators.
Photo: Couche-Tard
Seven & i’s shares on the Tokyo Stock Exchange reacted to the news, trading at 2,133.5 yen (US$14.92) on Friday, down 1.4 percent. However, the stock has generally maintained gains since the takeover approach was first disclosed on August 19.
Industry experts anticipate that Couche-Tard may return with an improved offer. CEO Alex Miller expressed confidence in financing and completing the takeover, stating, “We look forward to engaging with Seven & i constructively.”
The outcome of this potential deal would significantly expand Couche-Tard’s global footprint and potentially reshape the convenience store industry worldwide.
PHOTO: CIRCLE K
Seven & i recently announced a restructuring plan to strengthen its U.S. operations and streamline its Japanese business. The company closed some Ito-Yokado supermarkets in Japan and sold its Sogo & Seibu department stores to Fortress Investment Group for US$1.5 billion last year.
In its latest financial report, Seven & i reported an annual profit of 224 billion yen (US$1.6 billion), down 20 percent from the previous year, while annual sales slipped nearly three percent. Despite these challenges, the company remains a dominant force in the global convenience store market.
The potential acquisition would combine Couche-Tard’s strong North American and European presence with Seven & i’s dominance in Asia. This would create a retail powerhouse with annual revenue exceeding US$150 billion and more than 100,000 stores worldwide.
After close to 50 years, Spruce Meadows, just south of Calgary, has grown into an internationally-renowned equestrian facility.
Spruce Meadows is wholly owned and operated by the Southern Family.
“The dream of the Southern Family from the start was to create a unique environment of “good friendship, good commerce, and good sport”. This dream has been shared from its genesis by a committed group of corporations, volunteers, media, athletes, staff, fans, and officials. Together these stakeholders have shaped the dream and built a most memorable place,” says the organization.
But the massive facility is more than just horses.
Retail Insider caught up with Linda Southern-Heathcott, President of Spruce Meadows, during the annual Masters tournament to discuss how it has evolved over the years into a dining, shopping and entertainment destination.
Southern-Heathcott talks about the growing number of vendors that are now selling their products during tournaments at the marketplace, the growing number of food offerings and the opening next year of a fine dining restaurant on the site.
