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Personal Belongings vs. Guest Property: Who’s Covered?

By
Retail Insider
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Suppose you operate a guesthouse, bed and breakfast, holiday rental, or any other short-term lodging establishment. Your insurance then covers your property as well as those of your visitors.

But this is a widely held misperception with expensive consequences. In insurance, the classification of your “personal possessions” and what qualifies as “guest property” differs quite greatly. You can visit Quoteradar to learn more about the different kinds of insurance to navigate the complex insurance market.

This article clarifies variance, the types of insurance that cover each, and how to safeguard yourself—and your guests—against unplanned losses.

What Is Considered Personal Items?

As building operator or property owner, you have provided inside the premises some personal possessions. These include beds, sofas, televisions, kitchen appliances, curtains, and even office tools such as printers or computers.

Most of the time, your commercial property insurance or business contents coverage will cover these goods. This insurance protects you against various hazards, including fire, theft, water damage, and vandalism. But not all policies are the same.

For instance, your insurer may decline coverage of a claim if your place is still empty for more than a specified number of days. Similarly, expensive equipment or special furniture should be itemized separately on your policy.

What is Guest Property?

Guest property is any object brought onto your property by a paying guest, lodger, or visitor. This covers currency, passports, luggage, electronics, apparel, and other items.

Although you may consider yourself responsible for protecting your guests’ possessions, most typical insurance plans typically lack this coverage. You need guesthouse insurance to cover your premises adequately and protect your business. At Quote Radar, you can compare different policies from different providers and cover your guesthouse completely. 

Does Insurance Protect Guest Belongings?

Not always; this is where many UK company owners make a mistake. Your basic contents policy does not automatically cover guest property.

To safeguard guest valuables, you have to either:

  • Guest-house Insurance: This is meant to protect visitors’ property while they are on your premises.
  • Public Liability Insurance: Even if it does not cover the actual goods, public liability insurance can shield you if a guest sues for loss or damage caused by your carelessness

Should a guest’s laptop be damaged by a ceiling leak, for instance, they may claim you were negligent in maintenance. In certain situations, public liability insurance can help offset legal and compensation expenses.

When Public Liability Comes Into Play:

Public liability insurance is not meant to cover the worth of guest belongings. But it does help you if a guest files a legal case alleging damage or loss of their belongings caused by your carelessness.

You could be held accountable, for instance, if it turns out you didn’t maintain the plumbing correctly and a leaking pipe damages an expensive visitor’s goods and electronics.

Similarly, you might be held responsible if a robber snatches goods meant for guests via a door you forgot to latch. Legal expenses and compensation in these situations can be covered by public liability insurance.

How Might You Stay Protected?

Begin by reviewing your current insurance coverage. Check whether it covers any visitor effects coverages. Should it not, discuss it with your broker or insurer about including it.

Though several providers provide this as an optional extra, it can offer real peace of mind, particularly if you frequently welcome visitors or customers on your property. Basic safety precautions should also be followed to prevent accidents.

Make sure entry points are watched and locks are secure; hazards like open floorboards or faulty electrical sockets are swiftly fixed. Preserving meticulous records of upkeep helps to settle a disagreement should one arise.

Final Thoughts:

From an insurance perspective, the difference between guest property and personal possessions may appear slight, but it is substantial. Most commercial property insurance only covers what you own.

Guest goods often need separate cover or fall under public liability in situations of carelessness. Understanding precisely what is covered and what is not will assist you in avoiding financial loss, conflicts, and misinterpretations.

Furthermore shows professionalism and concern for those who trust you with their visit. Proper investment now will help you prevent major problems later.

Foodtastic acquires Kinton Ramen: CEO Interview

By
Mario Toneguzzi
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Kinton Ramen photo
Kinton Ramen photo

Canadian restaurant franchisor Foodtastic has acquired Kinton Ramen, a Japanese ramen brand founded in Canada with locations across Canada and in the United States.

Foodtastic, in a news release, said the acquisition brings an established Asian dining concept into its portfolio and aligns with the company’s strategy to invest in restaurant brands with clear characteristics and development potential. Founded in Toronto in 2012, Kinton Ramen was among the first Japanese ramen restaurants in the city and has since expanded across Canada and into the United States, it said.

Foodtastic is a leading Canadian restaurant franchisor with a portfolio of 30 diverse brands and over 1,200 establishments across the country. Brands include Milestones, Dunkin’, Pita Pit, Quesada, Second Cup, Rotisseries Benny, La Belle et La Bœuf, and Freshii, among others.

Image: Peter Mammas

“We have been looking to add a strong Asian concept to our portfolio for some time, and Kinton Ramen is exactly the kind of brand we wanted to bring into Foodtastic,” said Peter Mammas, founder and Chief Executive Officer of Foodtastic.

“Kinton has built a clear position in the Canadian restaurant market, with a loyal following, a strong culinary identity and significant room to grow. We believe Foodtastic’s scale, infrastructure and franchise expertise will help support the brand’s next stage of growth across Canada.”

Foodtastic said Kinton Ramen offers Japanese ramen with a menu designed for dine-in, takeout, and delivery. The brand operates 58 locations in five Canadian provinces and one U.S. state, including Ontario, British Columbia, Quebec, Alberta, Manitoba, and New York.

“We weren’t exactly in this ramen noodle space. We own Noodlebox but it’s quite different. In a wok. It’s a different type of noodle. It’s also kind of a hybrid here where you have service and you also have opportunity to have counter. So we found the segment very attractive,” said Mammas. “I eat a lot at Kinton and I found that the consistency was always there. The service was good. The stores look great. I really got excited about this about three years ago. It took us quite a bit of time to actually convince them to sell to us and to come to a deal. So I’m really happy that this one happened. It took a lot longer than I would ever have imagined.”

Following the acquisition, Foodtastic said it will focus on expanding Kinton Ramen in Canada and will use its operating infrastructure to support the brand. There are no plans to change Kinton Ramen’s menu, loyalty program, brand identity, franchisee relationships, or guest experience.

“I think it could easily double,” said Mammas. Kinton Ramen today has 58 locations in Quebec, Ontario, Manitoba, Alberta and B.C. It’s mostly in urban areas right now but I think the footprint and the type of operation allows us to open in a lot of suburban markets as well. I think we’re going to double it.”

He said 20 locations are currently corporate.

“As is our DNA, we will be franchising the corporate stores as well in the near future and we’re going to continue to build the concept.”

“Kinton Ramen has always been about delivering a memorable and authentic ramen experience to guests, one bowl at a time,” said James Kim, founder of Kinton Ramen. “Foodtastic understands the strength of the brand and the significance of preserving what guests and franchisees already know and value. We are looking forward to working with the Foodtastic team as Kinton enters its next phase of growth.”

The acquisition expands Foodtastic’s portfolio of established restaurant brands in Canada. Foodtastic now operates brands across the quick-service, fast-casual, coffee, healthy-eating, casual-dining, and specialty-dining categories, added the company.

Mammas said the Kinton Ramen footprint is compact and the sales per square foot are “very interesting.”

“The build out costs are probably less than other full-service restaurants and there’s a lot of third-party delivery that can be done with this type of food. I think they’ve also kind of perfected the way ramen is delivered. That’s a big credit to them. It’s always coming to the customer hot. You put in your ramen right after. It’s almost a restaurant experience in your house which is hard to do.”

Photo: Kinton Ramen
Photo: Kinton Ramen

Mammas said expansion opportunity exists in Atlantic Canada as well as Quebec.

“Our runway is pretty good,” he said.

Mammas said 2025 was “pretty good” for the restaurant industry.

“When we got into 2026, once the Iran war started we saw a slow down. The last couple of weeks have been ticking positively. So that looks good. Hopefully this peace deal transpires and they sign it like they’re saying. We’ve already seen the effects at the gas pumps. Price of gas has dropped close to 15% in the last little while. That leaves more money in people’s pockets and they can enjoy some great food more often.”

Mammas said Foodtastic is a company that wants to grow and will grow in the future.

“There’s still quite a few segments that we’re not in, that we’re actively pursuing to see how we could bridge those gaps. But definitely we want to open new stores with existing brands and we want to keep on acquiring.”

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Groupe Dynamite posts 37% revenue growth and 4-year high gross margin in Q1

By
Mario Toneguzzi
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Garage store at Royalmount in Montreal. Photo: Garage/Groupe Dynamite

Apparel retailer Groupe Dynamite Inc., with brands DYNAMITE and GARAGE, reported Tuesday its financial results for the fiscal year 2026’s first quarter ended May 2, 2026, with revenue surging to more than $310 million, representing growth of 37% year-over-year.

Andrew Lutfy
Andrew Lutfy

“Our first quarter results demonstrate the strength of our operating model and our ability to deliver profitable growth. Comparable store sales increased 22.6%, gross margin reached a four-year high, and adjusted EBITDA margin expanded to 36.8% of revenue, positioning ourselves alongside the world’s most profitable fashion houses. We continue to strive to remain a highly productive specialty retailer with strong brands, exceptional unit economics, disciplined inventory management, attractive returns on capital, and a growth engine we have built over decades that continues to scale profitably,” said Andrew Lutfy, Chief Executive Officer and Chair of the Board. 

Stacie Beaver
Stacie Beaver

“Q1 was a strong start to fiscal 2026. Across both GARAGE and DYNAMITE, customers responded positively to our assortments, marketing campaigns and the consistency of the experience we deliver across channels. Our real estate strategy continues to be a significant driver of growth, customer acquisition and profitability. By opening new locations in premium centers, optimizing our fleet and delivering a compelling in-store experience, we continue to drive significant productivity improvements across our store network. Most importantly, we continue to see strong customer engagement across both brands, reflected in growth in our active customer base and increasing customer lifetime value,” added Stacie Beaver, President and Chief Operating Officer.

Fiscal 2026 First Quarter Highlights

  • Revenue increased by 37.0% to $310.6 million in Q1 2026, compared to $226.7 million in Q1 2025.
  • Comparable store sales growth of 22.6% (24.7% on a constant currency basis in Q1 2026, over and above comparable store sales growth of 13.0% in Q1 2025.
  • Retail sales per square foot increased by 32.4% compared to Q1 2025, reaching $1,001 in Q1 2026.
  • Gross margin expanded by 530 basis points to 67.4% in Q1 2026 compared to 62.1% in Q1 2025.
  • SG&A increased to $102.2 million in Q1 2026, compared to $74.7 million in Q1 2025, and adjusted SG&A as a percentage of sales decreased by 190 basis points to 30.5% from 32.4% over the same period in Q1 2025.
  • Operating income increased by 80.1% to $79.8 million in Q1 2026, compared to $44.3 million in Q1 2025.
  • Adjusted EBITDA increased by 71.3% to $114.4 million in Q1 2026, representing an adjusted EBITDA margin of 36.8%, compared to 29.5% for the same period in Q1 2025.
  • Diluted net earnings per share increased to $0.45 in Q1 2026, compared to $0.24 in Q1 2025 and adjusted diluted net earnings per share  increased by 100.0% to $0.50 in Q1 2026, compared to $0.25 in Q1 2025.
  • Real estate activity for Q1 2026 includes:
    • Opening of 5 gross new stores: 3 in the United States and 2 in the United Kingdom, both under the Garage banner.
    • 5 store closures: 4 in Canada under the Dynamite banner and 1 in the United States under the Garage banner.
    • Renovation or relocation of stores: 3 in Canada under the Garage banner.
Groupe Dynamite photo
Groupe Dynamite photo

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Generation X Leads Canadians in Throwing Away Food Past Date Labels: Survey

By
Sylvain Charlebois
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Strawberries in a grocery store. Photo: Institut national de la recherche scientifique (INRS)

Canadians often blame grocery stores, food manufacturers, or governments for food waste. Yet much of the waste occurs in our own kitchens, often for one simple reason: we misunderstand food date labels.

New survey data from the Agri-Food Analytics Lab, in partnership with Caddle, based on responses from 3,000 Canadians, reveal that the vast majority of households continue to throw away food once it passes its use-by date. While only 11 per cent of Canadians say they always discard food after the date has passed, another 20 per cent do so often, and 37 per cent do so sometimes. In other words, nearly seven in ten Canadians allow date labels to influence their decision to dispose of food.

The findings expose a costly and largely preventable problem. What is perhaps most surprising is the generational divide.

Generation Z, often criticized for many things, appears to be the least wasteful cohort when it comes to date labels. Only 6.1 per cent say they always throw away food after the use-by date, compared with 15.6 per cent of Generation X. More than one-third of Gen Z respondents say they rarely or never discard food solely because of a date label.

Image

Generation X, meanwhile, emerges as Canada’s most cautious generation. Nearly 40 per cent say they always or often throw away food once the date has passed.

At first glance, this may seem counterintuitive. One might expect older Canadians to be more conservative and younger Canadians to be more prone to waste. The opposite appears to be true.

The explanation likely lies in a combination of economics, experience, and risk perception.

Younger Canadians are facing unprecedented affordability challenges. High housing costs, student debt, stagnant wage growth, and rising food prices have forced many to extract maximum value from every grocery purchase. They are also more likely to have been exposed to sustainability campaigns and food waste education efforts, which often emphasize that many date labels are indicators of quality, not safety.

Generation X sees things differently. Many are caring for both children and aging parents. For them, the consequences of serving food that might be unsafe outweigh the cost of replacing it. They also came of age during decades marked by heightened concerns over foodborne illnesses, recalls, and public health warnings. As a result, they may be more inclined to treat date labels as hard safety limits rather than guidelines.

The reality is that much of this food never needed to be thrown away.

Canada’s food labeling system remains poorly understood. Many consumers confuse “best before” dates with food safety indicators. In most cases, these dates are intended to signal peak quality, not spoilage. Yet countless products end up in the garbage because consumers view the date as a definitive expiration point.

This confusion carries real consequences.

Food waste is not merely an environmental issue. It is an affordability issue. Every carton of yogurt, loaf of bread, package of cheese, or container of leftovers thrown away unnecessarily represents money lost. At a time when nearly one-quarter of Canadian households experience some level of food insecurity, reducing avoidable waste should be a national priority.

The environmental costs are equally significant. Wasted food means wasted water, wasted energy, wasted labour, wasted transportation, and unnecessary greenhouse gas emissions. Few Canadians realize that household food waste is one of the largest contributors to food-system inefficiency.

The good news is that this problem is largely solvable.

Governments do not need billion-dollar programs to address it. What is needed is a serious effort to improve food literacy. Consumers need clearer guidance on date labels, food storage practices, and how to assess food quality using common sense. Retailers and manufacturers can also play a role by simplifying labels and providing more practical information to shoppers.

The survey suggests that younger Canadians may already be moving in this direction. If so, they may have something to teach the rest of us.

The next time you reach for a product that has just passed its date, ask yourself a simple question: Is the food actually unsafe, or am I simply reacting to a number printed on a package?

The answer could save Canadians millions of dollars and keep a great deal of perfectly edible food out of landfills.

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Interac survey finds single Canadians are bearing the brunt of rising grocery costs

By
Mario Toneguzzi
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Helena Lopes photo
Helena Lopes photo

The new State of the Cart grocery spending survey from Interac finds that Canadians living alone – the most common household type in the country – are feeling the pressure of rising costs. 

Nearly eight in 10 (77 per cent) Canadians who live solo say their grocery bill keeps climbing no matter what they do, and almost six in 10 (59 per cent) say they face disproportionately higher per-person costs than Canadians who split these expenses. The findings suggest the gap is real: the average single-person household spends approximately $102 per week on groceries, compared to $80 per person in a shared household, said the company. 

Canadians living alone say they often miss the savings that come with buying in bulk and struggle to find ingredients portioned for one, with 32 per cent saying food often goes to waste before they can use it. For Canadians who once shared a cart with a romantic partner, there is an upside to living and shopping solo: no more compromise. Among those now living alone after previously living with a partner, seven in 10 (70 per cent) are relieved they can make their own decisions, leaving the tension of shared decision-making behind, it explained.  

Chris Lee
Chris Lee

For couples navigating the aisle together, that tension is alive and well: nearly half (47 per cent) say they approach grocery spending differently from their partner, and nearly three in 10 (28 per cent) say grocery spending has been a source of strain in their relationship in the past six months. Four in 10 (40 per cent) say friction starts when one partner sticks to the list while the other is more likely to make impulse purchases. Other key sticking points include what counts as a necessary purchase and whether name brands are worth the price, added Interac.

“In the first quarter of 2026, tens of millions of Canadians used Interac Debit to pay for groceries,” said Chris Lee, Head of Payments at Interac. “With our State of the Cart survey, we wanted to better understand the domestic dynamics behind grocery transaction moments. While all Canadians face the common challenge of rising grocery prices, the pressure differs greatly according to whether you live alone or with a partner, your age and stage of life, and even the province you call home.” 

Cart conflicts: grocery shopping among couples, according to Interac

  • The divide is sharpest in British Columbia, where just 58 per cent of those in a shared household say they manage their grocery budget well together, compared with 73 per cent in Quebec. 
  • Among Millennials, nearly four in 10 (39 per cent) say grocery spending is a source of relationship tension, compared with 17 per cent of Boomers. 
  • Younger couples are keeping a closer eye on grocery spending – and reaching for Interac Debit to do it. Over half of Gen Z Canadians living with a partner (55 per cent) say paying with debit helps them feel they have a clearer picture of what they’re spending on groceries in real time. 
Interac website photo
Interac website photo

How the makeup of Canada’s grocery cart is changing, say Interac

  • Canadians are adjusting what goes in the cart in response to rising prices. Nearly half (48 per cent) have reduced or stopped buying premium cuts of meat, with prepared meals and premium deli items also declining.  
  • Nearly four in 10 (38 per cent) have switched to store or no-name brands in the past six months.  
  • Canadians are drawing a line at small indulgences: half (50 per cent) still buy snacks like chips and chocolate as a personal treat, and nearly one in four (23 per cent) still reach for artisanal bread or pastries. 

“What stands out in this research is that no matter what is shaping their grocery decisions, Canadians are shopping with more intention and many are using Interac Debit to do so,” added Lee. “They are weighing tradeoffs more carefully, planning more deliberately and making thoughtful choices about what matters most in their cart.” 

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Checkout.com report finds consumer interest in AI shopping outpacing trust and merchant readiness

By
Mario Toneguzzi
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Andrea Piacquadio photo
Andrea Piacquadio photo

Consumer interest in using artificial intelligence to help make purchases is growing, but trust in the technology and readiness across the commerce ecosystem remain significant hurdles, according to new research released by digital payments company Checkout.com.

The report, Agentic Commerce 2026: The State of Consumer Demand and Merchant Readiness, found that 33 per cent of consumers expect at least 10 per cent of their purchases to be driven by AI within the next year, while 72 per cent of merchants in the United Kingdom and United States believe consumers will adopt AI-powered shopping faster than most businesses are prepared for.

The findings point to a widening gap between consumer expectations and the systems, standards and safeguards needed to support what the company describes as agentic commerce, in which AI agents can search, compare products and complete purchases on behalf of consumers with permission.

The research suggests businesses are preparing for broader use of AI in shopping, but questions around trust, control and accountability remain unresolved.

One in four consumers surveyed said they would never delegate purchases to AI, while 27 per cent said they do not trust any organization to operate an AI shopping agent on their behalf.

Consumers also indicated they would only permit AI agents to make purchases under strict conditions. Across the six markets surveyed, respondents said they would allow an AI shopping agent to spend an average of £177 per purchase without additional approval. That compares with an average merchant expectation of £200 across the U.K. and U.S.

ArtHouse Studio photo
ArtHouse Studio photo

The report found spending limits, instant revocation of permissions and easy cancellation were among the most important conditions consumers identified for building confidence in AI-assisted shopping. Merchants appeared to recognize those concerns, with 75 per cent saying the ability for customers to revoke permissions in real time would be critical to adoption.

Rory O’Neill, chief marketing officer at Checkout.com, said the technology is moving beyond the experimental stage, even as supporting infrastructure continues to develop.

“Agentic commerce is quickly moving from concept to reality. Consumers are beginning to experiment with AI agents for everyday purchases, and across the industry we’re seeing rapid collaboration around the protocols and standards that will support this next phase of ecommerce. But while adoption is ramping up, the infrastructure behind it is still developing. Consumers need confidence that AI agents will operate within clear controls around security, refunds, permissions and spend limits. Until those foundations are in place, trust will remain one of the biggest barriers to adoption.”

The report found convenience is the primary factor driving consumer interest in AI-powered shopping. Twenty-five per cent of respondents said saving time was their main reason for using an AI shopping agent, while 20 per cent said they would use the technology to avoid missing better deals.

Adoption appears most likely to begin with routine and lower-risk purchases. Consumers were most willing to delegate shopping for groceries, at 41 per cent, followed by household supplies at 31 per cent.

More complex purchasing decisions attracted less interest. Financial services ranked lowest among categories consumers were willing to delegate to AI, at 15 per cent. The finding contrasts with merchant expectations that AI-assisted shopping could gain traction first in more complicated purchasing decisions, including financial products.

The research also suggests AI could influence brand loyalty. Fifty-seven per cent of consumers said they would allow an AI shopping agent to switch brands if it identified a better-value alternative.

At the same time, merchants reported that AI agents currently account for only a small share of transactions. According to the survey, three per cent of transactions involve AI agents today, while 89 per cent of merchants said they are actively preparing for broader adoption of agentic commerce.

The study was conducted by Censuswide and surveyed 12,005 consumers aged 18 and older across the United Kingdom, United States, Brazil, China, France and the United Arab Emirates. It also surveyed 400 heads of payment working at consumer-facing merchants in the U.K. and U.S.

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FIFA World Cup: Business risks Canadians may not be thinking about

By
Mario Toneguzzi
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FIFA website photo
FIFA website photo

With FIFA World Cup activity in full swing, many Canadians are likely looking for ways to capitalize on the influx of visitors — from renting out condos, spare rooms and even personal vehicles to hosting watch parties or preparing for increased customer traffic.

Insurance experts from specialty insurer Markel Canada say many small businesses and homeowners may not realize the liability, insurance and fraud risks that can come with temporary spikes in tourism and side-hustle activity tied to major events like this.

Anh-Chloé Poulin, Senior Underwriter, Markel Play, sheds some light on the topic in this interview.

Question: What are some of the key liability and risk considerations for businesses expecting increased customer traffic during the tournament?

Answer: Businesses expecting increased customer traffic should be mindful of several key liability and risk exposures.

The most significant concern is the premises liability, as higher foot traffic increases the likelihood of slip-and-fall incidents, overcrowding and spectator injuries.

Businesses should ensure facilities are well maintained (installation and bleachers), occupancy limits are respected, and crowd-management procedures are in place. 

Anh-Chloé Poulin
Anh-Chloé Poulin

Liquor liability is another major exposure. Increased alcohol consumption during matches can lead to incidents involving intoxicated patrons, altercations, or impaired driving, making responsible service practices essential.

Businesses hosting watch parties, fan events, or promotional activations should also assess event-related liability, including risks associated with temporary structures, contractors, vendors, and entertainment activities. Appropriate insurance coverage and contractual risk transfer measures should be reviewed ahead of time.

Additional considerations include security risks, such as theft, vandalism, or crowd disturbances; cyber risks arising from increased digital transactions and online bookings.

From an insurance perspective, businesses should review their liability limits, confirm coverage for any special events, and ensure emergency response and risk-management plans are updated to reflect the increased exposure associated with a major international sporting event.

Q: How can businesses assess whether their existing insurance coverage is adequate for temporary increases in attendance, special events or other FIFA-related activities?

A: Businesses should assess their existing insurance coverage by comparing their normal operations with the increased exposures created by FIFA-related activities. Key areas to review include expected attendance, special events, temporary structures, alcohol service, security arrangements, additional staff or volunteers, and contractual obligations with vendors and event partners.

They should also verify that their liability limits remain adequate for larger crowds and confirm whether their policies cover special events or require specific endorsements.

Conducting a formal risk assessment and engaging with their broker or insurer early can help identify coverage gaps and ensure appropriate protection is in place before the event takes place.

In short, the insurance policy should be reviewed and potentially enhanced or endorsed to match those increased exposures.

Q: What are some of the most common liability exposures businesses may overlook when planning for large crowds or special events tied to a major international tournament?

A: One of the biggest mistakes businesses make around major international tournaments is focusing on the event itself while overlooking the risks created by the large crowds and increased activity around it.

The most common exposures include crowd management failures, inadequate security, alcohol-related incidents, injuries involving temporary structures, and claims arising from third-party vendors or contractors. We also see businesses underestimate risks related to transportation, emergency response planning, ticketing system failures and surrounding activities offered related to the main event.

The key is to recognize that liability often arises not from the sporting event itself, but from the surrounding operations and attendee experience too. Effective planning, strong vendor risk transfer, proper security measures, and robust emergency procedures are critical to reducing both the likelihood and severity of claims.

FIFA website photo
FIFA website photo

Q: What practical steps can businesses take in advance of FIFA World Cup 2026 to help reduce their liability exposures and better protect their employees,customers and operations?

A: The key to reducing liability exposure ahead of the FIFA World Cup 2026 is proactive planning and this can be done in different steps.

First, businesses should run a World Cup-specific risk assessment – focusing on the sport, crowd control, alcohol service, security, and business interruption scenarios, not just their “normal” operating risks year round.

Second, they should tighten operational controls: clear capacity limits, trained staff for crowd (with good training before the event) and incident management, tested emergency and evacuation plans, and added security measures coordinated with local authorities.

Third, contracts and insurance need a fresh review. Businesses should ensure vendors are properly insured, indemnities are clear, and that liability limits and coverage especially general liability, liquor liability, cyber, and business interruption are adequate for increased exposure during this period.

Finally, strong incident readiness is critical: staff training, clear procedures and communication, and good documentation so that if something does go wrong, it is managed quickly and proactively.

To recap, businesses that treat the World Cup with well thought-out planning ahead and implement added risk management will significantly reduce their liability exposures and better protect everyone involved.

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Canadians feeling effects of recession before it was confirmed: Harris & Partners

By
Mario Toneguzzi
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Ketut Subiyanto photo
Ketut Subiyanto photo

Canada may have only recently entered a technical recession, but new analysis by Harris & Partners suggests many households have been living with the reality of economic hardship for much longer.

Following confirmation that Canada’s economy contracted for a second consecutive quarter, meeting the widely accepted definition of a technical recession, Harris & Partners said it reviewed findings from multiple nationwide surveys conducted throughout 2025 and 2026.

The recession follows a difficult period for Canada’s labour market. More than 112,000 jobs were lost between January and April this year, while unemployment rose to 6.9% before easing slightly in May. Young Canadians have been among the hardest hit, with youth unemployment remaining significantly higher than the national average, it said.

The issue has fuelled growing debate around employment opportunities for younger workers, particularly as Canada continues to reassess temporary resident and temporary foreign worker levels following years of rapid population growth. The research, which includes responses from more than 6,500 Canadians, reveals widespread financial pressure, growing uncertainty and significant changes in spending behaviour long before the recession was officially confirmed, it added.

Among the key findings:

  • 95.2% of Canadians say rising costs have impacted their finances
  • 91.6% have changed how they manage their money due to economic conditions
  • 91.0% feel their financial situation can change quickly due to factors outside of their control
  • 88.0% have postponed or cancelled plans such as travel, major purchases or other life goals because of rising costs
  • 87.0% say they feel financially trapped due to rising living expenses or debt
  • 85.0% report their monthly expenses have increased over the past year
  • 76.3% say job or financial stress has negatively affected their mental health
  • 60.0% are concerned about job security or household income due to wider economic pressures

“The technical recession may only have recently been confirmed, but many Canadians have been feeling the effects of economic uncertainty for some time. Across multiple studies conducted over the last year, we’ve consistently seen the same themes emerge: rising costs, delayed plans, financial insecurity and growing stress about the future. For many households, the pressure has been building long before the economic data reflected it,” said Joshua Harris, CEO of Harris & Partners and a Licensed Insolvency Trustee.

Joshua Harris
Joshua Harris

“Economic data only tells part of the story. Behind those figures are households dealing with rising costs, uncertainty around employment and concerns about their financial future.”

“When we see more than 112,000 jobs disappear over a matter of months, it’s understandable that Canadians become more cautious about spending and long-term financial commitments.”

“Recent job losses and ongoing concerns around employment are only adding to that uncertainty. When people become less confident about their future income, they naturally become more cautious with spending and long-term financial decisions.”

The company said the findings suggest Canadians have already been adjusting their financial behaviour in response to worsening economic conditions. Nearly half of respondents said they had reduced spending, while more than one in five reported delaying purchases altogether. Others said they had relied on savings or increased their use of credit to manage everyday expenses.

According to Harris, these shifts point to a broader decline in consumer confidence.

“When people start delaying major purchases, cancelling plans and changing how they manage money, it often reflects uncertainty about what lies ahead. Households become more cautious because they feel less confident about their financial stability,” he said. “What we’re seeing is not simply a response to higher prices. It’s a response to uncertainty. People are worried about how quickly circumstances can change and whether their income will keep pace with the cost of living.”

“For younger Canadians in particular, the current environment is proving challenging. Entering the workforce, building savings and planning for the future becomes far more difficult when employment opportunities are less certain and competition for entry-level roles is increasing. Many young people are trying to establish financial independence at a time when housing costs remain elevated, everyday expenses continue to rise and the labour market is becoming more competitive. Those pressures can have lasting financial consequences.”

Harris & Partners said the research also highlights the human impact of prolonged financial pressure.

More than three-quarters of respondents said job or financial stress had negatively affected their mental health, while 58% reported feeling burned out or emotionally drained during the past 12 months. More than a third said they had skipped meals or other essentials to make ends meet, while one in three admitted using credit to cover basic living expenses such as groceries, rent or household bills, it said.

Harris said the findings demonstrate that economic downturns are about far more than GDP figures and economic forecasts.

“When financial pressure begins affecting people’s mental health, relationships and day-to-day wellbeing, it becomes much more than an economic issue,” he added.

“Many Canadians have spent the last year making difficult decisions simply to stay on top of rising costs. The recession may be a new headline, but for many households, the financial strain behind it is already a familiar reality.”

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Pharmasave launches Blue Rewards program at participating stores across Canada

By
Mario Toneguzzi
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Pharmasave website photo
Pharmasave website photo

Pharmasave has launched the Blue Rewards loyalty program at more than 800 participating locations across Canada, allowing customers to earn and redeem points on purchases of health, wellness, personal care and household products.

The launch comes as a survey commissioned by Blue Rewards found Canadians are increasingly looking to loyalty programs to help manage everyday expenses, with 78 per cent of respondents saying such programs help them save money on essential purchases.

The pharmacy retailer said the program is now available nationwide at participating stores and is intended to provide customers with additional rewards opportunities on products they regularly purchase. Existing AIR MILES collectors have had their balances converted to Blue Points, with the company saying there has been no loss of value and no action required from members.

Ivan Guillen
Ivan Guillen

“As one of Canada’s leading community pharmacies, we’re always looking for ways to deliver more value to our customers, especially as affordability continues to be top of mind for Canadians,” said Ivan Guillen, CEO of Pharmasave. “The reimagined Blue Rewards program gives Canadians a simple and flexible way to earn rewards on everyday health and wellness purchases, while continuing to benefit from the trusted advice and personalized service offered by their local Pharmasave pharmacy team.”

According to the survey, 72 per cent of Canadians said loyalty programs are important when deciding where to shop during periods of economic uncertainty. The survey also found that 65 per cent said they are more likely to choose a pharmacy that offers a loyalty or rewards program than one that does not.

Pharmasave said Blue Rewards is part of the evolution of the AIR MILES program and is connected through BMO. The company said the program offers a points-based system that allows members to earn and redeem rewards through in-store, online and digital channels.

The retailer said the program also supports its broader efforts to strengthen customer relationships through its pharmacy network. Pharmasave said repeat visits can help build ongoing connections between patients and pharmacy teams as pharmacists take on a growing range of healthcare services, including vaccinations, medication reviews, chronic disease support and treatment for minor ailments.

Pharmasave website photo
Pharmasave website photo

“Community pharmacy runs on relationships,” said Guillen. “Someone might walk in for the first time to pick up an eligible over-the-counter product and earn Blue Points, and over time, our pharmacy teams get to know them, their health history, their medications and their goals. That familiarity is what turns a transaction into trusted community care.”

The company said additional promotions and offers tied to the Blue Rewards program will be introduced throughout the year at participating Pharmasave locations.

Pharmasave operates more than 900 independently owned and operated community pharmacies across Canada.

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Daily Synopsis: June 15, 2026

By
Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 7 articles we published most recently, covering key developments in Canadian retail.

Montreal’s Sphinx & Emeralds capitalized on the demand for lab-grown luxury jewelry by blending traditional craftsmanship with sustainability and storytelling. Canada Goose reimagined its store experience in Vancouver’s Oakridge Park featuring immersive design and expanded product lines. In Calgary, Gem Studio opened a hands-on workshop location at CF Chinook Centre, enabling customers to craft custom jewelry in an experiential retail environment.

Rack Attack and RealTruck launched a new store-in-store partnership integrating 3D tools to enhance vehicle accessory shopping. A survey revealed many Canadians do not fully maximize loyalty rewards, suggesting opportunities for program improvement. Small business owners face financial stress with most reporting sleep loss due to cash flow pressures. UNIQLO released a designer capsule collection blending creativity and practical wear as part of its global strategy.

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