Retail Insider’s latest articles are listed below, followed by Canadian Retail News From Around the Web. Highlights include cautious Canadian consumer spending plans amid inflation pressures and economic uncertainty, as a Bank of Canada survey shows. Lululemon is expanding in Mexico with both stores and e-commerce, signalling strong confidence in the market. Meanwhile, Canadian shopping centres see increased sales concentration in top malls, reshaping the retail real estate landscape. Together, these stories underscore shifting consumer behaviour and evolving growth strategies across North America.
In the first quarter of 2026, before the war in the Middle East, consumers’ spending plans remained muted, held back by concerns about high prices and economic uncertainty. Still, consumers became less negative about their spending plans than in the previous quarter as downward pressure from trade tensions eased, according to the latest Canadian Survey of Consumer Expectations released Monday by the Bank of Canada.
“Consumers continued to view the labour market as soft, with fears of losing their job still elevated. This quarter, concerns about job losses increased among workers in sectors where artificial intelligence poses a higher risk of task replacement,” said the Bank of Canada.
“Before the war in the Middle East, near‑term inflation expectations were largely unchanged and still above the survey’s historical average. Expectations of strong food price inflation remain an important driver of high one‑year‑ahead inflation expectations. Long‑term inflation expectations declined slightly from 12 months ago.
“Results of a special survey conducted after the outbreak of the war in the Middle East suggest most households expect the war to weaken the Canadian economy and raise prices.”
In its Business Outlook Survey, which was also released Monday, the Bank of Canada said survey evidence, gathered mostly before the war in the Middle East, shows that business sentiment improved slightly from last quarter to levels similar to those from before the trade conflict with the United States began.
“Firms expect improvements in sales growth. Fewer firms than last quarter reported that trade tensions are impacting their sales outlook, while more said public spending is supporting sales. Investment intentions improved, and hiring intentions have recovered from weak levels. This reflects improving domestic demand and a lessening of the effects of uncertainty. Nevertheless, some firms reported that trade tensions are dampening their plans to invest,” said the Bank of Canada.
“Businesses expect average-sized increases in input and selling prices. Survey results from before the start of the war in the Middle East indicate that firms largely expect stable price growth over the next 12 months. Firms’ one-year-ahead inflation expectations have ticked up slightly, driven by the views of those surveyed in March after the outbreak of war in the Middle East. However, expectations at all horizons remain below the peak reached during the height of the trade conflict in early 2025.
“Results of follow-up calls suggest that many firms are already facing higher input costs due to rising prices for energy, fertilizer and freight linked to the war in the Middle East. Others expect increases in the coming months as these costs are passed on by suppliers. Most firms’ outlooks for sales, investment and employment are roughly unchanged.”
Entrance doors to Lululemon at Yonge and Bloor in Toronto. Photo: Craig Patterson
Lululemon is accelerating its expansion into Mexico with a dual-track strategy that combines a newly launched e-commerce platform with a significant increase in physical store openings.
The company has introduced lululemon.mx, giving customers across Mexico access to its full assortment of technical apparel, footwear, and accessories. At the same time, lululemon is expanding its store network in the country, underscoring a coordinated push to scale both digital and brick-and-mortar operations in the market.
The launch of lululemon.mx marks a key milestone in the brand’s efforts to build a fully integrated omnichannel presence in Mexico. The platform enables nationwide access to the brand’s product assortment, supporting markets where physical locations are still limited while complementing existing and future stores.
“Across our North America business, we are continuing to strategically invest in the growth and evolution of our omnichannel guest experience through a combination of new and elevated stores and enhanced digital capabilities,” said Carla Anderson, Senior Vice President and General Manager, North America, lululemon. “The launch of lululemon.mx, alongside our planned store expansion in Mexico, highlights an exciting next chapter in our North America growth journey. The momentum we are driving in Mexico reflects the strength and relevance of our brand within the community and signals the continued opportunity ahead as we build connected, engaging, and consistent experiences for our guests.”
The synchronized rollout of digital and physical infrastructure signals that Mexico is no longer a secondary market, but a central component of lululemon’s North American growth strategy.
Store Expansion Signals Long-Term Commitment
As part of its fiscal 2026 plans, lululemon expects to open approximately 15 stores across North America, including eight new locations in Mexico. By the end of the fiscal year, the company anticipates operating more than 30 stores in the country.
This level of expansion represents a meaningful allocation of new store growth to Mexico, indicating confidence in the market’s long-term potential. The strategy builds on the brand’s earlier presence in key urban centres and extends its reach into additional regions.
By pairing store openings with a national e-commerce platform, lululemon is effectively building a scalable retail ecosystem that supports both immediate access and future physical expansion.
Future Lululemon store at 1035 Ste-Catherine St. W. in Montreal. Photo: Retail Insider
Community-Led Approach Builds Market Presence
In parallel with its retail expansion, lululemon continues to invest in community-driven initiatives to strengthen brand awareness and engagement in Mexico.
The company recently hosted the lululemon 10K CDMX 2026 race, which attracted nearly 8,000 participants and reinforced its connection to the local running community. Earlier in the year, lululemon also brought together more than 100 Mexico-based ambassadors for a multi-day summit.
These initiatives reflect the brand’s established approach of building local communities through experiential activations and ambassador networks, supporting both customer acquisition and long-term loyalty.
Mexico Emerges as a Core Growth Market
The Lululemon Mexico expansion comes at a time when the company is increasingly looking beyond more mature markets such as Canada and the United States for growth.
Mexico is now positioned as a key driver within the company’s North American portfolio, supported by rising consumer interest in wellness and premium athletic apparel. The combination of direct-to-consumer digital access and an expanding physical footprint allows lululemon to capture demand across a broader geographic base.
Toronto-based Bento Sushi is expanding the boundaries of convenience food with the launch of Canada’s first grab-and-go scallop sushi lineup, now available nationwide across major grocery retailers. The move brings a traditionally premium seafood ingredient into a category built on speed, accessibility, and operational efficiency, reflecting a notable evolution in Canada’s prepared food landscape.
The new offering is being rolled out across banners including Loblaw Companies Limited, Metro Inc., and Sobeys, along with additional partners such as Longo’s, Real Canadian Superstore, and Calgary Co-op. Pricing ranges from $11 to $16 depending on region and product format, positioning the lineup firmly within the premium tier of grab-and-go meals.
Elevating the Grab-and-Go Category
The introduction of a grab-and-go scallop sushi lineup marks a strategic shift in a category that has traditionally prioritized value and speed over premium ingredients. Scallops, typically associated with fine dining, are now being integrated into everyday retail environments, offering consumers a more elevated meal option without sacrificing convenience.
“This is a meaningful step forward in how we think about innovation in a category where consumers are constantly looking for new, fresh ideas,” said Dave Jones, President and CEO of Bento. “Today’s consumers want quality, variety, and a sense of discovery. Bringing scallops into this space allows us to deliver something that feels both elevated and effortless.”
From a retail perspective, the move signals growing competition within prepared foods, where differentiation through menu innovation is becoming increasingly important to drive both traffic and basket size. As grocery retailers continue to invest in in-store food experiences, premiumization is emerging as a key lever for growth.
Product Lineup Targets High-Protein Demand
The new assortment is designed to align with consumer demand for high-protein, restaurant-quality meals that fit into busy lifestyles. Each product features fully cooked scallops and is prepared fresh daily by sushi chefs using responsibly sourced seafood.
The lineup includes scallop-based rolls, onigiri, and poke bowls, formats that are already familiar to consumers but now enhanced with a higher-end ingredient. The result is a blend of indulgence and accessibility, offering a differentiated option within the grab-and-go set.
Rendering of the updated Bento Brave in St. Bruno, Quebec. Image: Bento Brave
National Rollout Across Multiple Channels
Bento’s grab-and-go scallop sushi lineup is available immediately across its extensive retail network, which includes more than 950 locations across North America. In addition to grocery kiosks, the company operates in shopping centres, transit hubs, universities, and healthcare environments, giving it broad reach across multiple consumer touchpoints.
The company also plans to extend the offering into foodservice and higher education locations in the coming months, further expanding distribution as demand evolves. This multi-channel approach reflects Bento’s “hub and spoke” operational model, which combines in-store preparation with centralized production and distribution.
Growth Strategy Supported by Brand Evolution
The launch comes amid a broader transformation for Bento, following the introduction of its “Bento Brave” branding initiative in late 2025. The rebrand aims to reposition sushi as an everyday meal option, supported by a more vibrant and accessible visual identity developed in partnership with Jump Branding & Design and Dialogue 38.
Founded in 1996 in Toronto, Bento has grown into Canada’s largest sushi company and the second largest in North America, serving more than 34 million portions annually. The business operates under the Wonderfield Group umbrella, following its acquisition by Yo! Sushi in 2017.
Driving faster price growth in headline inflation were higher prices for energy, especially gasoline, due to the conflict in the Middle East. Excluding gasoline, the CPI rose at a slower pace year over year in March (+2.2%) compared with February (+2.4%), said the federal agency.
There remained lingering base-year effects from the GST/HST breakwhich ran from December 2024 to February 2025, resulting in downward pressure on headline inflation in March 2026, it said.
The CPI was up 0.9% month over month in March. On a seasonally adjusted monthly basis, the CPI increased 0.5%.
“Energy prices rose 3.9% on a year-over-year basis in March, after decreasing 9.3% in February. On a monthly basis, energy prices rose 13.1% in March, said the report.
“Higher prices for gasoline were the primary driver of the year-over-year acceleration in the CPI, as consumers paid 5.9% more for gasoline in March than they did in the same month the previous year. Prices surged 21.2% on a monthly basis, the largest price increase for gasoline on record, due to the supply shock resulting from the conflict in the Middle East. However, this monthly effect was muted on a year-over-year basis due to the comparison with prices from March 2025, which included the since-removed consumer carbon levy. The removal of the consumer carbon levy will no longer impact the 12-month movement as of April 2026, and this will be reflected in next month’s CPI release.”
Helena Lopes
Statistics Canada said prices for food purchased from stores rose 4.4% on a yearly basis in March, after increasing 4.1% in February.
On a year-over-year basis, prices for fresh vegetables increased 7.8% in March, the largest increase since August 2023 (+8.7%), after rising 0.5% in February. Cucumbers, peppers and celery all had notable price growth in March, due in part to tighter supplies related to adverse growing conditions in producing countries, it said.
“Prices for food purchased from restaurants continued to grow year over year at a slower pace. After increasing 7.8% in February, prices rose 3.2% in March due to a base-year effect,” said Statistics Canada.
“Slower growth for alcoholic beverages purchased from stores (+2.0%) and toys, games (excluding video games) and hobby supplies (+1.5%) also contributed to the downward pressure in March.”
Andrew Grantham
Andrew Grantham, Senior Economist, CIBC Capital Markets, said: “Looking forward, a further rise in gasoline prices will see headline inflation jump to around 3% next month, before hopefully easing back slightly in May, partly due to the temporary suspension of the federal fuel excise tax (worth about -0.2%-pts to headline inflation for May). Pass-through from higher energy prices into core measures of inflation may become more evident closer to the summer months, particularly as higher air fares are picked up more fully, but slack within the Canadian economy should prevent those measures from reaccelerating too much, enabling the Bank of Canada to remain on the sidelines through 2026.”
Douglas Porter
Doug Porter, Chief Economist, BMO Capital Markets, said: “It could have been worse. Much as other major economies posted a significant pop in headline inflation, the record rise in gasoline prices lifted Canada’s inflation rate significantly last month. However, the picture for underlying inflation was a bit better than expected, and continues the recent pattern of steadily moderating core inflation trends. Our considered view is that if it were not for the conflict with Iran, the discussion would currently be revolving around the strong possibility of BoC rate cuts, not hikes. This report reinforces that opinion.”
Leslie Preston
Leslie Preston, Senior Economist, TD, said: “As expected, higher oil prices boosted Canadian inflation in March. Oil prices have fallen in recent days but remain nearly 40% higher than a year ago. That means energy prices are likely to keep headline inflation elevated for some time. April’s inflation reading is likely to head much higher as the dampening effect of the removal of the consumer carbon levy falls out of the year-on-year inflation calculation.
“Given a generally soft economic backdrop in Canada, we expect the effect on core prices should be more modest. Core inflation is expected to stay reasonably close to the 2% target on a year-on-year basis this year. The Bank of Canada is widely expected to leave its key policy rate unchanged at 2.25% at next week’s announcement. We will be listening closely for the Bank’s assessment of the impact of the spike in oil prices on Canada’s economy.”
New luxury wing at Toronto's Yorkdale Shopping Centre. Photo: Craig Patterson
New data on Canadian shopping centre sales per square foot from ICSC provides a clear view of how the retail landscape has evolved since before the COVID-19 pandemic. When compared to Retail Insider’s 2019 study, conducted in partnership with the Retail Council of Canada, the latest figures point to a structural shift rather than a simple recovery.
The data suggests that Canadian retail has not declined in the years since 2019. Instead, it has reorganized, with performance becoming increasingly concentrated among a smaller group of dominant shopping centres.
Top-Tier Centres Have Strengthened Their Lead
At the top of the market, leading shopping centres have not only recovered from pandemic disruption but have extended their advantage. Yorkdale Shopping Centre recorded sales of $1,964 per square foot in 2019, rising to $2,368 by 2025.
This increase highlights the growing strength of Canada’s most productive retail assets. Centres such as CF Toronto Eaton Centre have also posted gains over the period, moving from $1,592 per square foot in 2019 to $1,642 in 2025.
While not all top-tier centres have seen uninterrupted growth, their overall position within the market has strengthened. These properties continue to attract premium tenants, international brands, and strong consumer traffic, reinforcing their role as dominant retail destinations.
CF Richmond Centre in Richmond, British Columbia. Uniqlo store in photo. Photo: Cadillac Fairview
The Middle of the Market Has Shifted
In 2019, a large number of Canadian shopping centres clustered in the $800 to $1,000 per square foot range. At the time, this was widely considered a solid level of performance for enclosed malls.
2019 Retail Insider/Retail Council of Canada Shopping Centre Study report numbers. Click image for full study PDF
By 2025, that same range represents a different position within the market. While many centres still operate within this band, it now sits further from the top tier, which has moved significantly higher.
This shift reflects a broader change in how retail performance is distributed. What was once considered strong performance is now more reflective of mid-tier positioning, particularly in major urban markets.
The $1,000 Benchmark Has Been Redefined
The evolving role of the $1,000 per square foot threshold illustrates the extent of this transformation. In 2019, exceeding $1,000 per square foot placed a shopping centre firmly among the country’s stronger performers.
Today, that threshold has become closer to a baseline for relevance in competitive markets. A growing number of top-tier centres now operate well above $1,300 per square foot, with the highest-performing assets significantly exceeding that level.
This change underscores how retail productivity has become more concentrated in fewer, higher-performing locations.
Urban Dominance Has Intensified
The data also reinforces the continued strength of major urban markets, particularly Toronto and Vancouver. Centres in these regions dominated the rankings in 2019 and continue to do so today, often with even stronger relative performance.
At the same time, certain high-performing centres that were included in the 2019 study are not captured in more recent datasets. Properties such as Park Royal ranked among the country’s top-performing shopping centres in 2019 and are widely understood to remain highly productive.
This suggests that the true upper tier of Canadian retail may be even stronger than current rankings alone indicate.
CF Richmond Centre, October 2020. Photo: Ritchie Po
COVID-19 Accelerated Structural Change
The gap between 2019 and 2023 reflects a period of unprecedented disruption. Retail Insider’s historical study was paused in 2020 as lockdowns forced widespread shopping centre closures. These closures varied significantly by region, making direct comparisons during that period unreliable.
As a result, the post-2023 data provides a clearer view of stabilized performance. When viewed alongside 2019 figures, it becomes evident that the pandemic did not fundamentally weaken Canadian shopping centres. Instead, it accelerated existing trends.
Retailers have become more selective in their physical store strategies, focusing on fewer, higher-performing locations. Consumers, in turn, are increasingly gravitating toward dominant shopping destinations that offer a stronger mix of retail, dining, and experiences.
A More Concentrated and Competitive Future
Taken together, the comparison between 2019 and 2025 highlights a retail landscape that is more concentrated and more competitive than it was before the pandemic.
Top-tier shopping centres have strengthened their positions and continue to attract investment and premium tenants. Meanwhile, mid-tier and lower-performing assets face increasing pressure to adapt through redevelopment, repositioning, or diversification.
The data suggests that Canadian retail has not declined. Instead, it has reorganized around performance, with a growing emphasis on productivity, tenant quality, and overall experience.
As this evolution continues, the gap between leading and mid-tier shopping centres is likely to widen further, reshaping the structure of the country’s retail real estate sector in the years ahead.
RONA inc., one of Canada’s leading home improvement retailers, operating and servicing over 425 corporate and affiliated stores, has launched a brand-new Shop in Shop in partnership with its vendor partner, Scotts, a leading brand of lawn and garden products, including fertilizer, grass seed, and weed control solutions, designed for lawn care.
This new concept, which can be found in more than 120 RONA+ and RONA stores, including participating RONA affiliated stores, comes just in time as spring settles in, said the retailer.
Doug Young
“Scotts is the number one brand in lawn and garden. With this new partnership, we are revitalizing our garden centres to better meet our customers’ needs, just in time for the biggest season in our industry. The Scotts Shop in Shop will improve the shopping experience for homeowners and gardening enthusiasts who will now find everything they need to complete their lawn and garden projects more easily,” said Doug Young, Chief Merchandising Officer at RONA inc.
Located right at the entrance of the garden centre or in a prime location in the lawn & garden department, the Scotts Shop in Shop makes it easier for customers to find this brand they know and trust, added RONA.
Commonplace, a US-based alternative to Facebook Marketplace, with built-in payments and delivery, designed for the growing number of people who want to buy and sell secondhand but don’t want the risks of meeting strangers, is contemplating a move into the Canadian market.
Commonplace is a logistics-enabled local marketplace focused on buying and selling bulky, high-value secondhand items like fitness equipment, wellness products, appliances, mobility and furniture. The company was built around a simple idea: people want the savings of buying secondhand, but not the friction, risk, or inconvenience that traditionally comes with it, explained Ari Kimmelfeld, Founder.
“We launched two years ago with a focus on home gym equipment and wellness products, categories where traditional peer-to-peer marketplaces tend to break down due to logistics and trust challenges. From there, we’ve expanded into broader home categories like appliances, outdoor equipment, and furniture. (cars, golf carts, and ebikes coming this month).
Ari Kimmelfeld
“What makes Commonplace different is that we are not just a listing platform. We handle the hardest parts of the transaction, including payments and delivery. Today, we operate with a network of thousands of trained delivery professionals, enabling us to facilitate transactions that would otherwise be too difficult or risky for typical marketplaces.
“In terms of reach, we serve users across the U.S., anywhere from northern Montana to southern Texas and coast to coast. We deliver within 1,000 miles of the seller, so buyers can shop for items that may not otherwise be available near them. This is especially beneficial for users who are far from a major metro area. Importantly, our delivery rates are a fraction of the cost of a typical moving company, and our aim is to reduce delivery fees over time.”
Canada is definitely a market Kimmelfeld is thinking about.
“There’s already strong secondhand demand through platforms like Facebook Marketplace and Kijiji, but the experience is still very manual. You have to deal with strangers, figure out delivery, and take on payment risk,” he said.
“In Canada, those problems are even bigger because of distance and higher logistics costs. That’s where Commonplace fits in. We handle delivery, payments, and add inspection and warranty so people can actually trust what they’re buying.
“It’s a market with a lot of premium inventory and a fragmented resale experience, which is exactly what we’re built for.”
Kimmelfeld said consumers want secondhand prices without secondhand risk. The future of recommerce belongs to platforms that make buying used feel as safe and convenient as buying new.
“The growth of secondhand shopping is raising the bar across the board. Consumers no longer see recommerce as a fringe behavior. They see it as a smarter way to shop, especially for high-ticket items. But with that shift, they prefer the experience that feels far more professional than the old peer-to-peer model. People still want the value of buying secondhand, but they do not want the friction, uncertainty, or risk that traditionally came with it. They want trusted listings, secure payments, delivery they can rely on, and a process that feels as easy as buying new,” he said.
“The biggest issues are scams, unsafe meetups, unreliable sellers and buyers, payment risk, and the operational hassle of moving large items. On traditional platforms, users often have to message strangers, negotiate endlessly, figure out logistics themselves, and hope the item is real and in the condition described. That might be tolerable for a lamp or a chair, but it breaks down for bulky, expensive items like gym equipment, saunas, appliances, and wellness products. Commonplace is built to remove that chaos by creating a more structured, trusted experience with secure payments, managed delivery, and more seller accountability throughout the transaction.
“Each item undergoes a driver inspection and customer verification before it is picked up. On more technical items like Hot tubs, golf carts, or cars we offer a professional mechanic inspection of the item prior to pickup, so the customer can get a full operating report on the item before spending a few thousand dollars on it. Additionally, for added trust we charge a $1 deposit and only charge the remaining amount once the customer can see it delivered and tested. “
Commonplace image
Kimmelfeld said built-in payments and delivery fundamentally change the experience from informal and risky to seamless and dependable.
“Historically, peer-to-peer marketplaces were really just listing platforms. They helped people find each other, but then left everything else to the buyer and seller. Once you integrate payments and logistics, the platform becomes responsible for making the transaction actually happen. That dramatically reduces friction, increases trust, and expands the types of people willing to participate. Many consumers are open to buying secondhand, but not if it requires cash, truck rentals, awkward coordination, or inviting strangers into their home. The easier and safer the process becomes, the bigger the market can get,” he said.
“A few years ago, secondhand was often associated more with bargain hunters or people willing to tolerate inconvenience in exchange for a lower price. Today, participation is much broader. You are seeing more mainstream consumers, more affluent households, and more people furnishing homes or upgrading their wellness and fitness setups through secondhand channels. There is also much less stigma. People are increasingly proud of buying intelligently, reducing waste, and avoiding the markup of retail. Secondhand is becoming less about compromise and more about efficiency, access, and value.
Commonplace team
Kimmelfeld said recommerce will continue moving from fragmented peer-to-peer interactions toward more structured, service-backed platforms.
“As the category matures, the winners will not just be the marketplaces with the most listings. They will be the ones that can create the most trust and remove the most friction. Trust-first platforms will play a major role because they unlock categories and customers that were previously hard to serve. When you combine better verification, integrated payments, delivery, and post-sale support, secondhand starts to compete not just with other marketplaces, but with retail itself. That is where the real growth is,” he added.
Hotel William Gray, celebrating 10 years in Old Montréal, has introduced Freddi, a refined hotel bar with a Japanese-inspired menu, conceived as a central gathering place within the property.
Thoughtfully integrated into the hotel’s core, Freddi represents the next evolution of the William Gray experience—where gastronomy, design, and social life come together seamlessly. Open seven days a week, Freddi welcomes both Montréalers and travellers from lunch through dinner, with brunch service on weekends, said the Gray Collection.
“The opening reinforces Hotel William Gray’s position as one of Old Montréal’s most established foodie destinations, complementing its existing culinary portfolio, which includes Maggie Oakes, Perché, Terrasse William Gray, and Café Olimpico. Freddi extends naturally into the hotel’s iconic Living Room, long regarded as the social anchor of the property,” it explained.
“Beneath its signature glass roof, the two interconnected spaces create a fluid and inviting environment designed to encourage spontaneous gatherings and movement throughout the day, from early afternoons to late evenings.
“Inspired by classic hotel bars around the world, Freddi is designed as a place to linger—whether for a carefully crafted cocktail, a light bite, or a relaxed shared meal. With approximately 50 seats, the intimate yet vibrant setting encourages proximity, conversation, and ease, reflecting the rhythm and energy that define Hotel William Gray.”
Vittorio Di Re
“Since its opening, Hotel William Gray has always been a place for connection and exchange at the heart of Old Montréal. Ten years later, Freddi represents a natural evolution of that vision—a lively, generous, and welcoming destination designed as much for Montréalers as for travellers,”said Vittorio Di Re, General Manager, Hotel William Gray.
He said Freddi’s culinary identity draws from contemporary Japanese cuisine, with a focus on sharing and discovery. The menu features refined and expressive dishes such as oysters motoyaki with sakemiso sabayon, wagyu gyoza, wagyu tartare with bone marrow, miso- and maple-glazed black cod, and a selection of signature temaki ranging from classic to more gastronomic interpretations.
The experience is complemented by a signature cocktail program developed exclusively for Freddi, alongside a carefully curated wine list designed to enhance the menu and reinforce the venue’s identity as a refined yet approachable destination for both locals and visitors, he said.
Pickleball is back at The Well, bringing one of North America’s fastest-growing sports into the heart of downtown Toronto.
This limited-time outdoor court by Pickleplex introduces an exciting way to stay active while experiencing one of the city’s most dynamic new destinations.
Designed to be accessible for all skill levels, the experience is easy to step into, whether you are new to the game or looking to refine your skills.
The pop-up court includes:
Paddles available on site for added convenience
A comfortable lounge area providing space to relax between games
Located within The Well, surrounded by retail, dining, and entertainment to enjoy a dynamic day out
The courts are only open for a limited time until May 4 and court time can be reserved in advance here.
The courts are open daily from:
9:00am to 6:00pm on Monday
9:00am to 8:00pm on Tuesday-Sunday.
Eva Chapman, The Well’s General Manager, said the vision behind bringing Pickleball back to The Well this spring is to further reinforce its positioning as a dynamic lifestyle destination that seamlessly blends retail, wellness, and community.
“From the outset, The Well has been designed as more than a place to shop, it’s a place to gather and connect. The addition of a highly social activation like pickleball brings that vision to life. The Well community has come to look forward to this partnership with Pickleplex each spring,” she said.
Eva Chapman
“Bringing pickleball back to The Well supports our broader vision as a mixed‑use lifestyle destination that integrates retail, wellness, and public space. From the outset, The Well was designed to offer more than traditional shopping, with built‑in flexibility for programming that encourages people to spend time, connect, and engage with the environment. As a highly social and accessible activity, pickleball brings that intent to life and builds on the strong response and anticipation we’ve seen from the community.”
Chapman said Pickleball was a natural fit because it is accessible, social, and appeals to a broad range of ages, aligning well with The Well’s diverse visitors and surrounding community.
“As retail environments continue to evolve, we see strong value in experiences that encourage participation and connection. Programming like this is a natural extension of The Well’s wellness‑focused tenant mix, complementing retailers such as Lululemon, Adidas, BlackToe Running, Sweat and Tonic, Reformed, and Health One, while also supporting food and beverage offerings and encouraging longer visits and deeper engagement across the site,” she explained.
“The Well offers guests the chance to explore the property through a mix of wellness, retail, and food and beverage experiences connected to their time on the court. Whether it’s grabbing a coffee, shopping, or meeting friends, pickleball becomes part of a broader, social visit across the site. We’re already seeing that come to life through tenant collaborations, from Lululemon’s racket sports line to BMO supporting paddle pick-up, alongside offers from Quantum Coffee and Big Fat Cookies. As a result, guests are naturally spending more time on-site, which helps drive foot traffic, increase cross-traffic, and build stronger engagement across our tenant mix, all in a way that feels authentic to The Well’s wellness-focused positioning.”
Chapman said programming plays a key role in shaping The Well as more than just a place to shop or dine.
The Well in downtown Toronto. Photo: The Well
“It gives guests a reason to keep coming back, with experiences that go beyond the expected. Through a mix of cultural moments, wellness-driven programming, and interactive events, we’re creating a destination that feels dynamic and distinctly Toronto. With more than 250 events each year, there’s always something new to discover, helping The Well feel active, social, and continuously evolving,” she noted.
“The early response (to pickleball) was very positive, building on the strong momentum we saw when pickleball was first introduced at The Well last year. That level of engagement reinforces the role experiential programming can play in how people connect with space. While we’re always evaluating what resonates most with our visitors, the success of pickleball is a strong signal. It helps to inform us how we think about future programming.”
