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 24 hours.
Anatomy of a Leader: Matt McGowan, General Manager, Canada at Snapchat
A born and bred New Yorker turned Torontonian who has lived on three continents, Matt McGowan has worked alongside founders, executives, venture capitalists, private equity professionals and others representing some of the world’s best known and hundreds of lesser known companies.
McGowan, General Manager, Canada at Snapchat, was born and raised in New York City. He went to school there and high school in the Bronx and college in rural Pennsylvania.
“I grew up in about 900 square feet with two brothers and two parents, a dog and a cat. So room was at a premium you might say. Didn’t spend alot of time at home. At home everyone was fighting for who could get the extra inch,” said McGowan.
“So we were out and about a lot. Education took place in the playgrounds, the parks, the school. I’d come home to shower and go to bed. Growing up on the streets of New York City is like a whole other level of education. It’s hard to explain. Especially in the 70s and the 80s.”
London England 2006 (Image: Matt McGowan)Image: Matt McGowan
What did he learn on those streets that helped him in his career?
“A few things. I think the big one is that no decision is a decision. Indecision is a decision. If you take what you’re given, you deserve what you get,” he said. “Excuses don’t matter. You’ve got to go for it in life.
“New York is a crowded place. If I didn’t go in to play basketball like in the park someone else would and I wouldn’t have gotten the opportunity. If I didn’t like raise my hand, agree to participate, someone else would. There were so many people. You had to figure out how to know what you need. Assertive for sure. Definitely.
“Also open minded. I think that was the biggest thing. We used to call New York the melting pot of the world. And I think it’s a lot like Toronto is today to be fair. But New York was a lot of different people from a lot of different places all put in a really tight place and you had to learn how to negotiate, how to work with individuals. You were never alone. I was never alone growing up.”
Search Engine Strategies Conference and Expo 2010 (Image: Matt McGowan)
He went to Lafayette College in Easton, Pennsylvania. It was known for its engineering background and he was an engineer early on. The college also had a strong hockey team where McGowan played.
“I didn’t apply early to colleges. I didn’t know where I wanted to go. I couldn’t make a decision which ended up becoming a decision. The Director of Admissions at Lafayette College met with me which I thought was cool. I met with the woman responsible for admissions. And as I’m walking out of her office she said ‘let me leave you with one thing’. And I’ll never forget it to this day. ‘You can go to a university anytime. You can only go to a small college once because colleges don’t have graduate programs’,” said McGowan.
“When I was deciding between Lafayette and some larger universities like Purdue I chose Lafayette because this is a once a lifetime opportunity. If I don’t go now I’ll never go back.”
Adestra Oxford UK Office 2017 (Image: Matt McGowan)
At the time, math and sciences were always his strength. He thought he would become a chemical engineer. When he wanted to go abroad, he switched to business economics and he thought he was going to end up going to Wall Street, which he eventually did and worked for a few years.
“It wasn’t for me,” he said. “I think what always attracted me to engineering was building something and on Wall Street I found that I was trading other people’s kind of hard work. For me, I really wanted to build something. I got transferred to the San Francisco desk in 1998. San Francisco was going through a renaissance you might say at the time with all these tech opportunities. I quickly gave up a very well paying Wall Street job and rolled up my sleeves and tried to build something on my own.”
Today, McGowan is the General Manager of Snap Inc. in Canada, the technology company and augmented reality (AR) leader behind Bitmoji, Snapchat and Spectacles. He is also a Partner in an early stage venture capital firm, C2 Ventures, sits on several Boards, and volunteers his time as a mentor at both Techstars and Elevate.
Previously, he served as President and a member of the Board of Directors at Adestra, an enterprise Marketing Automation Platform which was acquired by Upland Software in Dec 2018. Prior to Adestra, McGowan focused on expanding Google and YouTube’s leadership in the advertising and marketing space. He has also held leadership positions at Incisive Media (acquired), PropertyRoom.com, Headland Digital Media (acquired), and Charles Schwab Inc.
He also has a Master’s from the University of Oxford.
Snap Canada makes Matt McGowan country manager – 2019 (Image: Snap Inc)
How does a Wall Street professional end up where he is today?
“It has all to do with San Francisco in the late 90s. I was in the minority there as a Wall Street guy and everyone else was building on this thing they called the internet,” he said, adding he had a background in computers and during college he had a business building websites for offline businesses.
“It just all kind of fit together. I spent a lifetime until about the age of 22 figuring out things I didn’t want to do . . . I was peeling back layers of the onion so to speak for a few years saying I don’t want to be on Wall Street. I don’t want to be an engineer. I don’t want to be this. And then boom I saw my peers building these really kind of innovative future looking businesses on this thing called the internet. And I said that’s what I want to do.
“I built a career since then – over half my life – working with founders building digital products and digital businesses.”
Snap Canada Partner Summit in Toronto 2023 (Image: Snap Inc.)
McGowan described himself as a “transparent servant leader”.
“By servant leader, I mean I like to flip the org chart upside down. When I started out on Wall Street the head of the trading floor told me it was our job to make him look good,” he said. “In order to make him look good we had to do all these things and that was how we dressed, how we showed up. What I learned quickly, I’m an older brother of two younger brothers, all in the same room and I found that leadership came natural to me. They always looked up to me because I was older and had gone through whatever it was with my parents or with the teachers, the community, neighbours, whatever,” he said.
“I quickly found that I don’t want my team to make me look good. I think the best leaders help make their team look good. So we flipped the org chart upside down. It’s my job as a leader to make sure that everyone in this office knows what’s expected of them and when. And that they have the freedom to get that job done and that I’m open-minded enough to realize that they may have a better way.
“I get enjoyment out of watching our business grow and watching those who are growing our business grow in their roles and into new roles. I get enjoyment out of watching (my) kids grow and learning how to do things themselves . . . Those things all add enjoyment to my life and give me a sense of accomplishment that allows me to feel like I’m doing something of value.”
Dispatch Coffee on Bay Street (Image: Dustin Fuhs)
According to the Coffee Association of Canada (CAC), the country has enjoyed the fastest coffee importing growth among leading traditional world markets with over 30 developing countries exporting coffee to Canada.
Robert Carter
The impact of the industry in the country is massive – 160,000 jobs, $6.2 billion in total sales.
“Overall, coffee consumption remains quite robust. In fact, it is the number one consumed beverage in the Canadian marketplace. More so than tap water. Canadians love their coffee,” said Robert Carter, President of the Coffee Association of Canada.
“In terms of per capita consumption, Canada is number two or number three on a global standpoint. The consumption of coffee has always been a staple for the Canadian population but continues to rise in popularity.”
Carter said Canadians have grown up in a coffee culture. In the last decade, there’s been a lot of innovation in the industry. There’s more coffee products and drinks expanding beyond the typical brewed coffee.
“The Coffee Association of Canada is a non-profit organization that’s been in existence for over 40 years and the primary goal is to represent our members and the coffee industry at large, the $6 billion coffee industry in the Canadian market,” said Carter.
“So our pillars of focus are on education, awareness and advocacy. And that means understanding consumers’ coffee preferences and purchase behaviour through our proprietary research as well as our GR (government relations) focus in working with the government on any legislation or supply chain or any labeling issues for coffee. And connecting and supporting the industry through understanding issues such as sustainability, diversity and inclusion and making sure that the coffee industry has a stable future in Canada.”
Carter said the fastest growing area in the coffee market in Canada is the cold brews and espresso style beverages.
“This innovation is bringing in younger consumers. Consumers that may not have traditionally been in the coffee category. So it’s really expanding the scope of who is actually consuming coffee,” he said.
“We’re seeing the coffee portfolio expand beyond your traditional coffee houses. Pretty much a number of different environments you can go into from a convenience gas station store to a workplace to hotel environments.
“It’s moving from a commodity based product offering to more of a value add.”
Carter said there is a very robust coffee culture that is emerging, particularly in regions like Alberta where you’re seeing many micro roasters and independent gourmet coffee houses, Indigenous supported and focused businesses, in the market.
“There’s this whole subculture of consumers, particularly with the Gen Z, who are just so motivated by coffee, understanding coffee. In generations past it would be more like alcohol stuff that they might be interested in. Now with the technology on home brewing systems, the transparency on countries of origin, the high quality, this whole culture of cafe or coffee culture has become trendy and mainstream and it’s helping drive the growth through these independent coffee roasters and coffee shops. It’s becoming the cool factor of the coffee industry and consumers are supporting it,” he said.
“They’re looking for these diverse, different offerings. So it’s a really good news story.”
Metro Front Street Coffee Section (Image: Dustin Fuhs)Coffee Section at Farm Boy (Image: Dustin Fuhs)
Carter said grocers are also realizing that coffee is moving beyond just a commodity. The days of having just some standard brands in a small section of a grocery aisle is expanding.
“And they’re recognizing that there is a demand for greater diversity and variety so they’re expanding their offerings which consumers are responding to,” said Carter. “The older consumers continue to be part of the category. We don’t see older consumers moving out of the category as we see younger consumers coming into the category.
“So the overall distribution and consumption is now the largest we’ve ever seen in terms of touching multiple age groups and demographics overall.”
Everyday Gourmet at the St. Lawrence Market (Image: Dustin Fuhs)
Recently CAC announced that Canadian business icon Arlene Dickinson will be the keynote speaker for its annual conference in November in Toronto with the theme Coffee Unites.
“Coffee brings people together over shared moments,” said Dickinson, who is also a dragon on the popular CBC television series Dragons’ Den. “It is a beloved beverage that serves as a powerful catalyst in uniting people worldwide. I look forward to delving into the power of relationships and how strong connections can empower us all.”
Costco is raising its membership fees for the first time since 2017. After months of speculation, the wholesale giant has confirmed the increase. Effective September 1, the cost for “Gold Star” and business memberships will rise by $5 to $65. Executive members will see their fees increase from $120 to $130. Announced this week, these increases represent about an 8.5% hike, with no further rises anticipated for several years.
In addition to membership fee hikes, Costco is also raising its starting salaries by $1.00 per hour this fall. Salaries and benefits at Costco are considered among the best in the industry, reflecting the company’s commitment to its workforce.
Canada boasts over 5 million Costco members. Millions of Canadians willingly pay for the privilege of shopping at Costco, a testament to the chain’s appeal. The first Canadian Costco opened in Burnaby in 1983, and now there are 109 stores nationwide, with more expected to open in the coming years.
Membership fees are crucial to Costco’s financial health. In the last fiscal year, Costco’s net profits were approximately $7.1 billion USD, with a significant portion coming from membership fees. While Costco does earn profits from merchandise sales, the bulk of its profits stem from these fees. Only members can shop at Costco, except for its in-store pharmacy. As a result, Costco shares, currently valued at around $890, may see a boost in the coming weeks.
Costco at The Shops at Buffalo Run (Image: Taza)
As a food retailer, Costco has significantly improved its offerings in recent years. The company now processes more food onsite, including meat cuts, salads, seafood, and pasta-based dishes, enhancing freshness. Many bakery items are also baked onsite. The Kirkland brand, introduced in 1995, has become a cornerstone of Costco’s success, offering high-quality private-label products. Despite its restrictive SKU model, which limits selection compared to other grocers, Costco has made it easier to find local products in the fresh food section.
Costco is renowned for its best deals, including the $1.50 hot dog-soda combo and the $7.99 rotisserie chicken, both of which have achieved legendary status. The company’s approach is understated and methodical; it simply implements new initiatives without fanfare. This includes ventures into home delivery and the expansion of the Kirkland brand, all executed without an advertising budget.
Unlike other grocers, Costco operates as a wholesaler, carrying about 4,000 different products at any given time. This focused selection allows Costco to rigorously screen each product for quality and price, ensuring members receive the best value and helping consumers avoid choice paralysis.
Coupled with Canada’s car-focused economy, Costco’s success in adapting and offering what consumers and small businesses need is undeniable. As a food retailer and wholesaler, Costco now sells almost as much food as Walmart and Metro in Canada—a remarkable achievement since its Canadian debut over 40 years ago. And remember, both Walmart Canada and Metro operate over 400 stores each, in contrast to Costco’s 109 locations. Bulk is king for many.
While membership fees are increasing for the first time in seven years, most members are unlikely to mind, and Costco knows this well.
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 24 hours.
Outside the temporarily shuttered Hudson's Bay store in downtown Vancouver, July 2024. Photo: Lee Rivett
Various Hudson’s Bay department stores in Canada are closed this week due to HVAC issues, coinciding with a heatwave that made temperatures in some stores unbearable. Hudson’s Bay has not been forthcoming on why stores have been closing temporarily over the past several months, following other issues in stores such as non-functioning escalators and a lack of centralized music.
For at least a couple of months, readers have been emailing Retail Insider about Hudson’s Bay stores being shut temporarily due to systems issues in stores, and a search on Reddit shows that the issue has persisted at least since May of this year. This week there have been various news reports about Bay stores being closed due to a lack of air conditioning.
Some readers have been so concerned as to ask if Hudson’s Bay will be going out of business as a result — the retailer has also had issues with its shipping and deliveries, including the fact that Hudson’s Bay currently does not deliver orders to the Northwest Territories, for example. Visitors to Hudson’s Bay stores that are actually open this week could find a lack of operational escalators, elevators and music depending on the location, and consumers are noticing.
Sign on the door of the flagship Hudson’s Bay store at 674 Granville St. in downtown Vancouver. Photo: Lee RivettShuttered doors of the flagship Hudson’s Bay store at 674 Granville St. in downtown Vancouver. Photo: Lee Rivett
Retail Insider reached out by phone to Hudson’s Bay to learn why these issues have persisted for months, and the retailer’s head of corporate communications, Tiffany Bourré, sent back a canned statement that was also sent to other news publications this week.
Tiffany Bourré, VP of Communications, Hudson’s Bay
“The current heatwave has caused strain on HVAC systems in certain Hudson’s Bay locations. We are working to address as quickly as possible. The comfort and wellbeing of customers and associates remains our top priority.” – Tiffany Bourré
Various Hudson’s Bay stores have been closed in Canada this week, including stores in downtown Victoria, downtown Vancouver, Park Royal in West Vancouver, Coquitlam Centre, Abbotsford, Prince George, Red Deer, and Windsor Ontario. Over the past few weeks Bay stores at Square One in Mississauga have been closed due to HVAC issues, along with Woodbine Mall in Toronto and in Newmarket, Ontario, among others.
The closure of multiple Bay locations due to HVAC issues is a significant topic of discussion across Canada as a result, and it’s speculated that Hudson’s Bay may have not paid for maintenance of its cooling systems which are now failing. Various vendors owed money by Hudson’s Bay have reached out to Retail Insider with information for months as well, indicating a pattern of delinquent payments at a time when the Hudson’s Bay Company is announcing its acquisition of US-based luxury retailer Neiman Marcus.
As part of the Neiman Marcus acquisition, the Hudson’s Bay Company stated in a press release that the Canadian Hudson’s Bay department stores and Canadian business would become separate from Saks Global upon closing of the transaction. With that, there would be “significantly reduced leverage and enhanced liquidity” for Canada’s Hudson’s Bay. The release went on to say that the Canadian business “will be well positioned to support future growth,” without providing further details.
Shuttered Hudson’s Bay store in Banff, AB. Photo: Avison Young
Sources have said that only about a quarter of Hudson’s Bay’s roughly 80 remaining Canadian stores are profitable, leading to a question about the future of some locations. The announced “new liquidity” means that Hudson’s Bay could have money to fix outdated technology, repair HVAC, escalators and other fixtures, and otherwise update stores — although one questions if there will be a return on such an investment, particularly as Canadians increasingly are turned off shopping at Hudson’s Bay locations which in many cases are in need of upgrading to create a positive customer experience.
Vendor relationships will also have to be fixed, following a pattern of late payments which will likely impact the retailer following any new cash injection from its parent company after the formation of Saks Global.
A Reddit user claiming to be a Bay store employee discusses their interpretation of the situation, followed by a comment from another Reddit user. Click image for full Reddit thread.
The future of Hudson’s Bay’s Canadian stores is uncertain and there’s a possibility that the chain could be sold post-Saks Global — various Bay stores have closed in recent years, including three downtown locations (Winnipeg, Edmonton, Toronto Bloor Street) along with other units in Montreal at Les Jardins Dorval, in Burnaby BC at the Lougheed Town Centre, and on Banff Avenue in downtown Banff, Alberta. We know that in 2025 Hudson’s Bay will close stores in Burlington Ontario and in downtown Regina, Saskatchewan. The cost to renovate the remaining Hudson’s Bay stores to an acceptable standard could be cost prohibitive.
Expanded 28,000 sf Zellers shop on the lower level of Hudson’s Bay Vancouver. Photo: Brahm KornbluthReddit comment regarding the condition of Hudson’s Bay stores — Reddit is full of similar comments from people across Canada. Click image to read full Reddit thread.
Hudson’s Bay also began expanding its Zellers 2.0 concept stores within Hudson’s Bay last year, which insiders have said has generally been unsuccessful beyond some initial hype around the relaunch and some food trucks. One small bright spot is in downtown Vancouver, where the Zellers shop-in-store was recently expanded to 28,000 square feet making it the largest Zellers in existence by far — shoppers will be able to visit it again when the downtown Vancouver Hudson’s Bay flagship store reopens, whenever that will be.
Reddit post, indicating issues around Hudson’s Bay’s e-commerce — and there are many posts similar. Click image for full Reddit thread.
Hudson’s Bay will ultimately have an uphill battle in the coming years to gain consumer traffic as Millennials and GenZ shift spending from department stores to speciality retailers including online — the overall relevance of Hudson’s Bay is less so with so many shopping options in Canada. Retail Insider will continue to report on Hudson’s Bay and what’s happening as the Saks Global partnership solidifies in the US.
Qwelli at Montreal Eaton Centre (Image: Adrien Williams)
The Montreal-based gelato brand Qwelli has its roots going back to 1987 with the acquisition of an ice cream shop in Chomedey.
Today, the company has 11 locations and is poised for growth, looking to expand by several stores in the next few years and partnering with franchise owners.
Jean-Francois Beetz, Chairman and CEO of Qwelli, said the family-owned business was started by his parents.
“My sisters and I and my cousin grew up in the business,” said Beetz. “It’s been a lifelong project we’ve been working on.”
Qwelli at Montreal Eaton Centre (Image: Adrien Williams)Qwelli (Image: Caroline Reumont)
After its inception, the company manufactured gelato in 2003 for the first time. In 2010, it opened its first factory and in 2012 the transfer of ownership took place to a new generation.
“My sisters and I worked on finding ways to improve the business, improve the concept . . . The main thing that happened in the last few years is that my sister and I, the second generation, took over, although my dad is still working with us, and we quickly realized in the early 2000s that gelato was the king of desserts, the high end in the frozen dessert industry,” said Beetz.
“So we moved from ice cream to gelato almost 25 years ago . . . There’s a lot of differences between ice cream and gelato. We mastered it over the years. We’re artists. So we took it to another level. We’re experts in gelato but we’re really artists of gelato. We took the brand that used to be called Paysanne Gelato at the time and we’ve tried to evolve the brand, the products, the business model.”
“It’s been truly a pleasure working alongside the Beetz family and having been privy to their continued evolution and growth. When it comes to authentic gelato, they are best in class and this next step milestone in their development will allow more Canadians to discover what we’ve already known,” said Roula Bchara, Managing Partner, Business Development of Oakmount.
“We are currently looking for open-air locations ranging from 800-1,200 square feet. These locations must have the ability to house outdoor seating and should be located near commercial arteries with residential housing nearby and with neighbouring food and entertainment.
“We are actively looking for opportunities within the greater Montreal region and have identified specific regions and zones. We invite everyone to reach out to us for further information or to add themselves to our mailing list to receive our flyers.”
Qwelli Fairview Pointe-Claire (Image: Qwelli)
Beetz said the company opened its new production facility in 2020 and with the rebrand it makes Qwelli ready to move on to the next step which is the expansion.
Currently there are 10 stores open. The 11th store will open in mid-August in Royalmount in Montreal. All the stores are in Quebec.
“But we’re looking into the Ontario market and maybe more,” said Beetz.
“We’re really not trying to fix a number . . . Within the next two to three years we definitely want to go up to 25, 30 maybe. But it’s always going to depend on the quality of the location. Right now everything is corporate owned but we’re opening the market for franchisee partners to join with us. It’s going to help us grow but we’re still going to be looking at quality locations and this is mostly going to be the trigger for the growth, the speed at which we’re going to grow.
“We’re already negotiating right now with many locations so we’re confident that we’re going to be able to reach these numbers within the next two to three years.”
Simon's Impact and Global Retail Trends in Canadian Shopping Landscape [Video Interview]
Craig and Liza Amlani, Principal and Founder of Retail Strategy Group, discuss the arrival of La Maison Simons in downtown Toronto and its potential impact on the retail landscape. They explore how the new stores at Yonge and Dundas will influence shopping habits, tourism, and local retail dynamics. Simons’ diverse product assortment, combining private labels and luxury goods, is expected to attract a wide range of customers and drive significant sales.
The conversation also touches on the broader retail trends, emphasizing the importance of physical stores in enhancing customer experience and loyalty. Amlani highlights the role of visual merchandising and knowledgeable sales associates in creating memorable shopping experiences. They also discuss the importance of data-driven insights in tailoring product assortments to meet customer needs, as demonstrated by Simon’s strategic approach.
Additionally, Patterson and Amlani delve into the global shopping phenomenon, with a particular focus on Shein’s IPO and its implications for the fashion industry. They discuss the environmental impact of fast fashion and the growing consumer awareness around sustainability. The conversation underscores the need for retailers to balance product quality, customer experience, and ethical practices in today’s competitive market.
Episode Sponsor:
Salesforce – Turn today’s shopping trends into tomorrow’s retail success. Visit Salesforce to see the global insights from Salesforce to boost your bottom line.
Featured during this interview:
Liza Amlani, Principal and Founder of Retail Strategy Group
If you prefer to listen to the audio version, it is available below:
The Interview Series audio podcasts by Retail Insider Canada are available on Apple Podcasts, Stitcher, TuneIn, Google Play, or through our dedicated RSS feed for Overcast and other podcast players. Also check out our The Weekly audio podcast where Craig and Lee discuss popular content published on Retail Insider which is part of the The Retail Insider Podcast Network.
Subscribe, Rate, and Review our Retail Insider Podcast!
Drop us a line at Craig@Retail-Insider.com. You can also rate us in Apple Podcasts or recommend us in Overcast to help more people discover the show!
Background Music Credit: Hard Boiled Kevin MacLeod (incompetech.com). Licensed under Creative Commons: By Attribution 3.0 License. http://creativecommons.org/licenses/by/3.0/
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 24 hours.
Walmart Canada has become the first major retailer in Canada to introduce a hydrogen fuel cell electric semi-truck.
The truck is operational in the Mississauga, Ontario area as the company continues its journey towards the goal of having a 100 per cent alternatively-powered fleet.
Gonzalo Gebara
“We’re proud to be introducing Walmart Canada’s first hydrogen fuel cell electric vehicle as a major milestone on our journey to becoming a regenerative company,” said Gonzalo Gebara, president and CEO, Walmart Canada, in a statement. “This is a first for a retailer in Canada and is an example of how we will continue to push forward, embrace new technology and spark change within the industry.”
Operating with zero tailpipe emissions, the Nikola Hydrogen Fuel Cell EV Class 8 tractor has a range of about 800 kilometres and on average can avoid 97 metric tons of CO2 tailpipe emissions annually according to the manufacturer. According to Nikola, Walmart Canada is also the first retail fleet to operate one of these trucks in North America.
Image: Walmart
Lillo Puma, Vice President of Transportation for Walmart Canada, said the truck will travel shorter distances at first and the company anticipates it will be deployed throughout southern Ontario, bringing goods from the distribution centres to the stores.
“It’s very similar in size and scale of other trucks we have in our fleet, which is just standard for the industry,” said Puma.
Walmart said the Nikola hydrogen fuel cell electric semi-truck carries high-pressure gaseous hydrogen onboard in specialized tanks, similar to how a conventional truck carries diesel. The hydrogen then runs through the fuel cell stack, which is converted to electricity by combining it with oxygen, with water vapor as the only byproduct. This electric power is transferred to the high-voltage power-net, which can charge the on-board batteries, and transfer power to the pavement via an e-axle with integrated electric motors.
This first hydrogen FCEV was sourced by Etobicoke, Ontario-based ITD Industries Inc., an industry-leading transportation solutions provider, and will be deployed in Ontario for longer-haul trips.
“This is very exciting. We have a very ambitious journey towards a 100 per cent alternatively-powered fleet. This truck is another introduction to the great work that we’re doing,” said Puma.
“Earlier in the year in British Columbia we launched our three Freightliner eCascadia semi-trucks. Those are our EV-powered trucks and this is adding to our ambition of wanting to having 100 per cent alternatively-powered fleet.”
Stephen Girsky
Steve Girsky, Nikola President and CEO, said the collaboration with Walmart Canada, a brand committed to a more sustainable future, aligns perfectly with its mission to drive innovation and environmental responsibility in the transportation industry.
“This achievement underscores our shared vision for a zero emissions future and the positive impact we can make together for our communities and the planet overall,” he said.
Puma said the latest development for the retailer is an example of how it wants to push forward, embrace new technology and spark change in the industry.
“And that’s really what we’re most excited about,” he said.
Puma said safety is a top priority at Walmart. All drivers go through a rigorous training course. Every new vehicle, regardless of what type, or fuel, requires a full, extensive training package for the company’s drivers so they can understand all the particulars of the vehicle.
Image: Walmart
Stephen Lecce, Ontario’s Minister of Energy and Electrification, said the province is rapidly building out Ontario’s hydrogen economy with new production projects that are going to help forward-looking businesses across the province transition to hydrogen vehicles and reduce their emissions.
Stephen Lecce
According to Natural Resources Canada, hydrogen is the simplest, lightest and most abundant element on earth, has the highest energy per unit of any fuel and plays a critical role in working towards a carbon-neutral future.
*Assumes replacement of one Class 8 diesel truck with an avg. 6.5 MPG, 62,169 annual miles traveled. Uses 2024 U.S. EPA emission factors and specified averages.
The EV trucks are operating out of the retailer’s grocery distribution centre in Surrey, BC.
The use of these vehicles will help to prevent the use of more than 100,000 litres of fuel each year, said Walmart.
The Freightliner eCascadia is an all-electric, zero-emissions semi-truck that can travel approximately 400 kilometers from just one charge. At Walmart, these trucks will each be used to travel approximately 110,000 kilometres annually. Designed with innovative safety technology and ergonomic seating, these vehicles are built to keep roads safe and drivers comfortable.
Walmart Canada operates a chain of more than 400 stores nationwide serving 1.5 million customers each day.
