Dr. Phone Fix Canada Corp. has completed its acquisition of the assets of Martin Cell Phone Solutions Ltd. in Saint John, N.B., extending the company’s retail presence into New Brunswick and bringing its network of corporately owned locations to 45 across six provinces.
The company said the acquisition supports its strategy of expanding a national integrated device care platform through acquisitions, selective greenfield expansion and strategic partnerships. The transaction also strengthens its presence in Atlantic Canada following its recent expansion into Nova Scotia.
The acquisition adds an operating retail location, an existing customer base and an immediate presence in New Brunswick. Dr. Phone Fix said the acquired business will continue serving Martin’s customers while the location is gradually integrated into its operations.
“Our objective is to build a scalable national integrated device care platform by acquiring quality businesses and integrating them into our centralized operating model,” said Piyush Sawhney, Founder and Chief Executive Officer of Dr. Phone Fix. “This transaction reflects the disciplined acquisition strategy we intend to replicate as we continue expanding our national integrated device care platform, which we believe can create meaningful shareholder value. This strategy includes a disciplined purchase price, modest upfront cash, vendor alignment and operational upside through integration.”
Under the terms of the asset purchase agreement, Dr. Phone Fix acquired Martin’s assets for total consideration of $144,440.48, including $9,440.48 in inventory.
The purchase price includes:
$50,000 in cash paid at closing;
$50,000 in deferred and performance-based payments tied to revenue thresholds; and
the issuance of common shares of the company as partial consideration.
Piyush SawhneyImage: Dr. Phone Fix
As part of the transaction, Dr. Phone Fix issued 352,849 common shares to Martin with an aggregate value of $44,440.48. The shares are subject to a statutory hold period of four months and one day under applicable securities laws. The company said the transaction has received approval from the TSX Venture Exchange.
Dr. Phone Fix said Martin generated approximately $350,000 in annual revenue before the transaction, based on historical financial information provided by the vendor.
The company said it plans to integrate the acquired location into its centralized operating platform, including procurement, inventory management, pricing, marketing, training and standardized store-level operating processes. It said those measures are expected to improve operational efficiency and support the location’s long-term performance.
Dr. Phone Fix said it continues to evaluate acquisition opportunities across Canada that complement its existing geographic footprint and support its long-term growth strategy.
“We continue to see attractive acquisition opportunities across Canada within a fragmented industry. Our strategy is not simply to increase store count, but to build a stronger national platform with increasing operating scale, greater purchasing leverage and enhanced capabilities to serve customers, carriers, insurers and OEM partners across Canada,” said Sawhney.
Founded in 2019, Dr. Phone Fix said it now operates 45 corporately owned retail locations across Canada, providing device repair, refurbishment, certified pre-owned devices, trade-in services and related offerings through its national retail network.
Goodfood Market Corp. a Canadian online meal solutions company, announced Wednesday that it has filed an application with the Superior Court of Quebec (Commercial Division) seeking an initial order under the Companies’ Creditors Arrangement Act and the appointment of Raymond Chabot Inc. as Monitor if the Court grants the requested relief.
“If the Initial Order is granted and RCI is appointed as Monitor, the Company intends to request at the comeback hearing that the Court approve a formal sale and investment solicitation process. If approved, the SISP would provide interested parties with an opportunity to submit proposals for a sale of, or investment in, the Company or its business with a view to identifying the transaction that maximizes value for the benefit of the Company and its stakeholders. No transaction has been selected or approved at this stage,” stated the company in a news release.
“The CCAA process is intended to provide the time and flexibility needed to pursue the Company’s financial restructuring while continuing to operate the business and implement its operational turnaround plan.
“Goodfood has been implementing a turnaround plan focused on simplifying operations, reducing its cost structure and refocusing on its core meal solutions business while enhancing its customer offering. These initiatives have improved operating performance. However, Goodfood continues to face significant near-term liquidity constraints, including upcoming debt maturities and scheduled interest payments.
“After carefully considering the available alternatives, Goodfood determined that a restructuring under the CCAA offers the best opportunity to preserve value, maintain business continuity and continue implementing its operational turnaround plan.”
Image: Goodfood
“We have made important progress in strengthening our business, but our near-term liquidity pressures require a more comprehensive solution,” said Donald Olds, Lead Independent Director. “The CCAA process will give us the time and flexibility to pursue our restructuring and continue implementing our turnaround plan.”
Goodfood said it intends to continue serving customers across Canada while the restructuring proceeds under Court supervision. Management remains focused on serving customers, supporting employees and maintaining relationships with suppliers and other business partners throughout the CCAA process, it said.
Customers can continue to place orders, and Goodfood will continue fulfilling customer orders in the ordinary course. The company will continue to deliver its ready-to-cook offering and continue its ongoing efforts to improve quality, convenience and protein choices, it noted.
Goodfood employs approximately 230 people across Canada, with operations in Montréal, Calgary and Mississauga. The company said it does not expect any job losses as a direct result of the CCAA proceedings. As part of its ongoing operating improvements, the company may continue to make targeted workforce adjustments where appropriate, it added.
The company also announced that Terry Yanofsky tendered her resignation from the Board of Directors effective the close of business, August 4 noting that her prior engagements prevented her from being completely dedicated to supporting Goodfood through this busy restructuring period.
Earlier in the week, the company announced it had appointed Najib Maalouf as its new chief executive officer after Selim A. Bassoul resigned as CEO and as a member of the company’s board of directors, effective Aug. 3.
The Montreal-based company said Maalouf, who has served as president and chief operating officer since March 2026, will take over the top role immediately. Goodfood said the appointment reflects the board’s confidence in the continuity of the company’s leadership, strategy and day-to-day operations as it continues to review strategic options. The leadership change comes as the company says it intends to maintain its current strategic priorities and ongoing operations. Goodfood said the board expects no changes to its strategy or day-to-day business as a result of the transition, including its ongoing strategic review process.
In April, Goodfood Market reported a $7 million net loss in its Q2 financial results.
Olds said the board believes Maalouf is well positioned to lead the company.
“Mr. Maalouf’s deep knowledge of our operations, culture, strategic priorities, and proven results make him the right leader to guide Goodfood forward. His appointment ensures continuity in the execution of our strategy at an important time for the Company as we carefully weigh our strategic options.”
Goodfood photo
Maalouf said he intends to continue executing the company’s existing plans following his appointment.
“I’m honoured to lead Goodfood into its next chapter. Having worked closely with our teams over the past several months, I look forward to building on the progress we’ve made, continuing to execute our strategy and delivering for our customers while making the right decisions for all of our key stakeholders.”
The company said Maalouf has played a key role in improving operational efficiency and evolving its business model since joining as president and chief operating officer earlier this year. It also acknowledged Bassoul’s leadership during what it described as a period of significant change and thanked him for his contributions over the past year.
“On behalf of the Board, I would like to thank Selim for his commitment, leadership and tireless efforts over the past year. His work helped reshape the Company’s operating model, improve cash generation, and position Goodfood to pursue the next phase of its strategic process. We wish him every success in his future endeavours,” said Olds.
Bassoul reflected on his time leading the company and credited employees for their efforts during the transition.
“Serving Goodfood has been a privilege. I am proud of what our team accomplished together under challenging circumstances. Over the past several months, our employees demonstrated remarkable resilience and commitment as we streamlined operations, strengthened our financial discipline and built a leaner organization. These achievements belong to them.
“I remain deeply appreciative of our employees, customers, suppliers and shareholders for their support throughout this journey, and I wish Goodfood continued success as it moves forward.”
Goodfood said it remains committed to executing its strategy, supporting its employees and continuing to provide customers across Canada with its services as the leadership transition takes effect.
Oakridge Park in Vancouver, May 2026. Photo: Craig Patterson
May recorded 4.0% YOY growth across All Stores and 2.0% YOY across All Stores Less Automotive, Food and Pharmacies. At first glance, these figures appear encouraging; however, much like April, the underlying trends tell a more complex story. Consumer spending growth continues to be driven more by higher prices than by increased purchasing activity. With fuel prices, transportation costs and broader inflationary pressures continuing to weigh on household budgets, Canadians are increasingly prioritizing essential purchases while scaling back on discretionary spending; a trend that has persisted well into the spring and early-summer season.
Dominating May’s retail sales was the continued surge in Gasoline Stations, which recorded 30.0% YOY growth. Notably, this increase reflects higher fuel prices rather than increased driving activity. As the Consumer Price Index reported that gasoline prices rose 33.2% YOY in May, gasoline’s significant retail growth overstates its contribution to household spending as consumers have responded by purchasing less fuel. The consequences of this dynamic are evident across the broader retail landscape: dollars that might otherwise go toward a new appliance or a home renovation are instead being absorbed at the pump.
Against a backdrop of broad discretionary weakness, Clothing and Accessories Stores were a notable exception, rising 4.2% YOY, with Clothing Stores specifically up 5.3% YOY. Two Canadian retailers illustrate this strength particularly well. Aritzia reported a 43% increase in total revenue in Q1 2026, with comparable store sales rising 35%. These results were driven by well-received spring and summer collections, disciplined inventory management, and continued investment in marketing. Additionally, Groupe Dynamite posted equally impressive results, with total revenue growing 37.0% in Q1 2026. Together, these retailers demonstrate that when product resonates and value is clear, Canadians remain willing to spend despite a constrained environment.
The most significant retail declines in May were in categories where purchase decisions are easiest to delay. Furniture, Home Furnishings, Electronics and Appliance Stores declined -6.8% YOY, with Electronics and Appliance Stores posting the sharpest decline at -10.7% YOY. Building Material and Garden Equipment and Supplies Dealers were also down -4.2% YOY. This weakness is notable given that late spring and early summer typically represent the busiest period for home improvement spending.
The decline in electronics warrants particular attention. Consumer demand for traditional appliances and home electronics continues to be constrained by household budget pressures, while ongoing investment in AI infrastructure and commercial computing is reshaping portions of the broader electronics supply chain. Although the direct impact on consumer product availability varies by category, elevated costs and cautious consumer spending continue to weigh on demand. Meanwhile, ecommerce sales grew just 1.7% YOY in May. Rather than shifting online in search of lower prices, consumers appear to be consolidating purchases and shopping less frequently but more intentionally. Retailers raising free shipping thresholds may be inadvertently reinforcing this behaviour by reducing impulse purchases and encouraging consumers to wait until they can justify a larger basket.
As we move deeper into the summer season, JCWG is thinking about:
How much longer can discretionary retail categories withstand elevated fuel and energy costs? With household budgets still under pressure, will categories such as electronics, home furnishings and home improvement continue to lag, or is there potential for spending to rebound later this year?
Did the FIFA World Cup provide a meaningful boost to retail sales? Did demand for streaming devices, fan merchandise, and viewing parties generate a measurable lift in retail sales, and is that impact likely to be concentrated in host markets such as Toronto and Vancouver?
With higher free shipping thresholds, fewer shopping trips, and increased purchase planning, what promotional, pricing and fulfilment strategies will be most effective in driving conversion while protecting margins?
Retail Sales by Product Category, Same Month Comparison
Sales for the Month of May
May-26
May-25
YOY
All Stores
79,923,707
76,831,848
4.02%
Motor Vehicle and Parts Dealers
21,983,183
22,031,182
-0.22%
Gasoline Stations
8,257,179
6,351,611
30.00%
All Stores Less Automotive
49,683,345
48,449,055
2.55%
Food and Beverage Stores
14,084,298
14,089,047
-0.03%
Supermarkets and Other Grocery Stores*
10,073,538
10,097,130
-0.23%
Convenience Stores
717,418
717,065
0.05%
Specialty Food Stores
1,049,839
1,021,533
2.77%
Beer, Wine and Liquor Stores
2,243,503
2,253,319
-0.44%
Health and Personal Care Stores
6,649,548
5,974,041
11.31%
All Stores Less Automotive, Food, and Pharmacies
28,949,499
28,385,967
1.99%
General Merchandise Stores
11,814,289
11,200,420
5.48%
Furniture, Home Furnishings, Electronic and Appliance Stores
3,291,471
3,530,463
-6.77%
Furniture Stores
1,262,471
1,294,038
-2.44%
Home Furnishings Stores
725,011
776,141
-6.59%
Electronics and Appliance Stores
1,303,989
1,460,284
-10.70%
Clothing and Accessories Stores
4,155,649
3,989,721
4.16%
Clothing Stores
3,225,377
3,062,895
5.30%
Shoe Stores
447,904
457,016
-1.99%
Jewellery, Luggage and Leather Goods Stores
482,367
469,810
2.67%
Sporting Goods, Hobby, Book and Music Stores
4,508,197
4,258,233
5.87%
Building Material and Garden Equipment
5,179,892
5,407,129
-4.20%
Miscellaneous Store Retailers
3,030,917
2,852,924
6.24%
Cannabis Retailers
485,024
479,250
1.20%
Foodservices and Drinking Places
9,436,686
9,038,838
4.40%
Retail Sales by Store Category, Year to Date Comparison
Year-to-Date Sales Ending May
May-26
May-25
YTD
All Stores
344,629,907
333,251,179
3.41%
Motor Vehicle and Parts Dealers
94,501,018
94,763,624
-0.28%
Gasoline Stations
34,039,650
30,426,743
11.87%
All Stores Less Automotive
216,089,239
208,060,812
3.86%
Food and Beverage Stores
64,208,103
63,151,534
1.67%
Supermarkets and Other Grocery Stores*
46,954,367
46,036,644
1.99%
Convenience Stores
3,221,038
3,230,456
-0.29%
Specialty Food Stores
4,687,957
4,514,165
3.85%
Beer, Wine and Liquor Stores
9,344,739
9,370,268
-0.27%
Health and Personal Care Stores
31,739,515
28,514,046
11.31%
All Stores Less Automotive, Food, and Pharmacies
120,141,621
116,395,232
3.22%
General Merchandise Stores
50,709,569
47,341,991
7.11%
Furniture, Home Furnishings, Electronic and Appliance Stores
The REIT said net income per unit – diluted increased by 6.1%; Core FFO per unit – diluted increased by 5.3% and its 23.1% blended leasing spread “highlights the Trust’s ability to unlock embedded mark-to-market opportunities.”
Net income rose to $151.2 million in the quarter from $145.6 million a year ago. After six months this year, net income was $244.4 million compared to $61.5 million last year.
“Our second-quarter results reinforce that RioCan’s strategy is working,” said Jonathan Gitlin, President and CEO of RioCan. “We continue to execute against our Investor Day priorities, unlocking embedded growth across our portfolio and creating value through disciplined leasing, active asset management, and strategic capital allocation.
“The strength of our fundamentals, the quality of our necessity-based retail portfolio and our full operating independence provides RioCan the flexibility to make decisions based on what’s best for each asset, supporting strong performance and durable growth. With significant opportunities ahead, we remain confident in our ability to create long-term value for our unitholders.”
Jonathan GitlinThe Well, Toronto
The Trust noted the following highlights from its financial report:
Leasing Spreads: Blended leasing spread of 23.1% in the Second Quarter was supported by new leasing spread of 40.8% and renewal leasing spread of 20.7%.
New Leasing Rents: Average net rent per square foot for new leasing was $37.73 per square foot, 60% above the $23.58 average net rent per occupied square foot at quarter end, reflective of RioCan’s sustained mark-to-market opportunities.
Leasing Activity: Completed 1.0 million square feet of leasing in the Second Quarter, including 0.9 million square feet of renewals. An additional 1.0 million square feet of lease maturities remain in 2026, providing further mark-to-market opportunities.
Occupancy: Retail committed occupancy reached a record high for RioCan of 98.8%, with retail in-place occupancy of 98.0%. The committed to in-place spread narrowed by 0.5% from Q1 2026 as tenants were granted possession during the quarter of previously committed space, including Nations Fresh Foods at Oakville Place.
Retention Ratio: Retention ratio remains high at 92.5% enabling efficient organic growth with minimal capital outlay.
Operating Income: Higher rental revenue, net of rental operating costs for the Second Quarter was offset by lower residential inventory gains and lower fee income resulting in a $10.8 million decrease in the Second Quarter when compared to the same period last year.
Commercial Same Property NOIGrowth: 4.3% in the Second Quarter, continues to highlight the strength of RioCan’s core retail portfolio and success of RioCan’s leasing strategy.
Dispositions: For the six months ended June 30, 2026, the Trust completed the sale of its interests in four RioCan Living income producing properties: The Underwood Apartments, FourFifty The Well and Bellevue Phase One and Two for aggregate gross proceeds of $280.5 million. The Trust also terminated its forward purchase agreement to acquire Bellevue Phase Three. Subsequent to quarter end to August 4, 2026, the Trust entered into two conditional agreements to sell its interests in two RioCan Living income producing properties for combined estimated gross proceeds of $205.7 million.
Total Capital Repatriation from RioCan Living – proforma: $1.26 billion or 96% of the $1.3 billion (2025 to 2026) target on a cumulative basis for the eighteen months ended June 30, 2026. This includes gross proceeds of $687.1 million from the sales of 11 residential rental properties, $364.8 million of gross proceeds from residential inventory sales including RioCan’s share in equity-accounted joint venturesand the $205.7 million in estimated gross proceeds from the two conditional sale agreements noted above.
Authored by Craig Patterson as part of Retail Insider Reports, the report analyzes logistics and supply chain developments affecting sourcing, transportation, warehousing, fulfilment, inventory management, freight, distribution and operational resilience. It draws on Retail Insider reporting, industry research and public data to assess trends across sectors, market segments, channels and the wider retail ecosystem.
Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.
General Themes
Volatility becomes structural: Tariffs, geopolitical conflict, labour challenges and transportation disruptions are increasingly treated as recurring operating risks rather than temporary exceptions.
Optionality carries strategic value: Retailers are diversifying suppliers, considering nearshoring, expanding distribution capabilities and developing contingency plans that allow them to change course quickly.
Inventory becomes a competitive capability: Better forecasting and visibility help retailers balance working capital with service levels while reducing markdowns, stockouts and fulfilment failures.
Automation adds capacity: Robotics, artificial intelligence and advanced analytics are supporting higher throughput, greater accuracy and improved productivity amid persistent labour pressures.
Fulfilment shapes customer experience: Delivery speed, inventory accuracy, click-and-collect services and convenient returns increasingly influence how consumers judge a retailer.
Demand planning becomes less predictable: Economic uncertainty, weather disruptions, changing consumer behaviour and major events require responsive networks as well as accurate forecasts.
Infrastructure remains a shared vulnerability: Canada’s dependence on major ports and a limited number of rail, trucking and marine corridors can magnify the effects of labour disputes, severe weather and other disruptions.
Retail Insider Coverage
Retail Insider’s reporting shows how these pressures are moving from strategy discussions into operating decisions. Coverage cited in the report includes Pattison Food Group’s expansion of automated grocery fulfilment operations at a British Columbia distribution centre, illustrating how automation is being used to improve throughput and distribution efficiency. Canadian Tire, Loblaw and Walmart Canada are also identified as major retailers investing in distribution infrastructure, automation and technology.
Other cited coverage examined the supply chain demands created by the FIFA World Cup in Toronto and Vancouver, the backlog following the reopening of the Strait of Hormuz, and Deloitte’s findings on trade tensions, labour disruption and export diversification. Together, these stories connect global risk with the sourcing, transportation, staffing and inventory decisions facing Canadian businesses.
Broader Industry Coverage
The report argues that many costs once associated with temporary disruption are becoming structural. Labour, transportation and inventory carrying expenses remain elevated, while uncertainty surrounding tariffs, rules of origin and the Canada-United States-Mexico Agreement is affecting sourcing decisions. Dependence on a single country or region can now represent a concentration risk, prompting retailers to examine alternatives in markets including Mexico, Vietnam and India.
This shift has implications beyond retail operations. Distribution real estate, automation systems, transportation partnerships and working capital decisions are becoming more closely tied to competitive strategy. Retailers with reliable data and the ability to shift suppliers or reroute products may be better positioned to maintain availability during disruptions. Networks optimized too narrowly for lean efficiency face greater pressure when conditions change.
Last-mile delivery and reverse logistics add another layer of complexity. Same-day delivery, click-and-collect and free returns can strengthen a retailer’s customer proposition, but they also increase costs and place pressure on profitability. With ecommerce return rates in some sectors, particularly apparel, substantially higher than in physical stores, returns management has become an important operational capability.
Editor’s Take
The central change is how Canadian retailers define an efficient supply chain. The lowest-cost network may not be the most competitive if it cannot absorb a transportation interruption, change suppliers or respond to an unexpected demand shift. Additional inventory, diversified sourcing and redundant capacity can appear inefficient during stable periods, but the report indicates that these investments increasingly function as protection for service levels and long-term competitiveness. Optionality is becoming part of operating capacity.
CF Chinook Centre Calgary. Photo by Mario Toneguzzi
SportChek will consolidate its two locations at Calgary’s CF Chinook Centre into a single, larger Destination Sport concept store in 2027 as part of Canadian Tire Corp.’s continued investment in experiential retail, while the shopping centre, operated by Cadillac Fairview, advances a broader redevelopment that includes several new retailers and the reconfiguration of the former Nordstrom space.
“Chinook Centre is an important destination for SportChek, and this move reflects our continued investment in building athlete-led stores in key communities. The new Destination Sport location will create a bigger, better and more seamless experience for customers, bringing expanded assortments, sport-focused shopping zones, enhanced brand experiences, and elevated in-store services together in one destination,” she said.
“We’re excited to bring the Destination Sport concept to Calgary and look forward to sharing more details with the community as plans progress.”
“In the last few months we’ve had western Canada’s first Shake Shack open along with North Face, Skechers and Abercrombie and Fitch. By the end of the year we’ll also welcome Hollister, Wing Stop, New Balance, and a relocated Sleep Country. In addition to all of this, we’re close to announcing several other new tenants who will be joining us,” he said.
“We continue to work on backfilling our vacant boxes. As customers have seen, SportChek recently announced that they’ll be taking the upper level of the former Nordstrom. The lower level of Nordstrom is also leased. Construction is ongoing, and we hope to announce the new tenants in the near future.
“Over the next three years our shoppers can expect to see many changes to our tenant mix. It’s important for us to continually reimagine our tenant mix in order to maintain our vibrant shopping experience. We love bringing first to market tenants to Calgary, and providing retailers that our shoppers want.”
Urban Behavior has also taken over the second level space formerly occupied by Saks.
There is also strong speculation that the Apple store will be relocated within the mall but no officials are confirming that at this time.
CF Chinook Centre Calgary. Photo by Mario Toneguzzi
Michael Kehoe, Broker at Fairfield Commercial Real Estate, said the tenant mix of an iconic, market dominant shopping centre like CF Chinook Centre in Calgary is in constant evolution as the ownership team strives to keep the retail and food service offerings current and relevant to the market.
“This evolutionary process is particularly evident right now in the summer of 2026 at Chinook as many new additions to the retail lineup are in the planning stages or under construction. This evolutionary process over time, to the untrained eye is benign as shoppers view stores coming and going from time to time. But, those of us in the industry can see the longer- term strategy unfolding as underperforming, less productive tenants close with spaces quickly cycled to new retail and food service tenants with a fresh look,” he said.
“Large spaces are assembled over time at the mall to accommodate new-to-market international retailers or existing tenants with a track record of success who seek to increase their footprint at the Centre. The clustering of specific types of retailers into shopping ‘zones’ is a common practice in successful centres like Chinook.
“The CF leasing teams are the masters of tenant placement that ensures that retailers enjoy the synergistic traffic benefits of being in close proximity to complimentary retailers for cross-shopping and to create a complementary retail environment. Retail is always changing and evolving and the significant footfall and sales productivity at CF Chinook Centre is a great example of a thriving shopping centre keeping up with the times.”
CF Chinook Centre Calgary. Photo by Mario Toneguzzi
CF Chinook Centre Calgary. Photo by Mario ToneguzziCF Chinook Centre Calgary. Photo by Mario Toneguzzi CF Chinook Centre Calgary. Photo by Mario Toneguzzi CF Chinook Centre Calgary. Photo by Mario Toneguzzi CF Chinook Centre Calgary. Photo by Mario Toneguzzi
The campaign, which runs until Sept. 27, allows customers to make donations at checkout in Staples stores across Canada. The company said all funds collected remain in the communities where they are raised and will be distributed through United Way Centraide and Kiwanis to support local students and families.
The annual initiative is part of Staples Canada’s community fundraising efforts ahead of the back-to-school season. According to the company, the campaign has raised close to $20 million over the past two decades through contributions from customers, employees and charitable partners.
“The Staples School Supply Drive demonstrates the power of communities coming together to support local students and families,” said Adrian Lang, chief people and legal officer at Staples Canada. “As we launch the 2026 campaign, we’re proud to continue working with our customers, team members and charitable partners to help students start the school year with confidence.”
Adrian LangDan ClementDavid MacLennan
Staples Canada said donations collected through the campaign will remain in the communities where they are received, with United Way Centraide and Kiwanis helping direct support to local students and their families.
United Way Centraide Canada said its network operates in more than 5,000 communities across the country, working with donors, volunteers, governments, workplaces, community organizations and other partners on programs that support children and youth, financial security, mental health and people facing crises.
“We are grateful to Staples Canada for being a committed partner in supporting children, youth and their families,” said Dan Clement, president and chief executive of United Way Centraide Canada. “We know that families across the country are feeling financial anxiety in many aspects of their lives, and the Staples School Supply Drive is one way we can help students access the supplies they need to succeed in the classroom while creating some relief for their families and building stronger communities for generations to come.”
Staples Kids in London, Ontario (Image: Staples)
Kiwanis said its clubs work to improve the lives of children through community initiatives. The organization said many Kiwanis clubs in Ontario have supported the school supply campaign for more than 22 years by helping distribute essential supplies to children.
“Kiwanis Clubs across Ontario have proudly supported the Staples School Supply Drive since the early 2000s. We are grateful for the unwavering dedication of Staples Canada’s Team Members and the generosity of its customers whose support continues to make this campaign a success,” said David MacLennan, president-elect of the Kiwanis Club of Stratford. “Some students lack the essential school supplies they need to succeed, and through our partnership with Staples Canada, we help drive donations that empower students and promote academic success in communities across Ontario.”
Staples Canada said customers can make donations in stores until Sept. 27 or contribute through the campaign’s online donation page.
US President Donald Trump’s new 50% tariffs on Canada mark another shift in an unpredictable trade environment, adding another layer of uncertainty for retailers already trying to keep up with ongoing tariff volatility, according to a new report by DOSS.
The study found that:
On average, 38% of company revenue is directly impacted by tariff policy changes
Passing increased tariff costs on to customers (33%) is the most common strategy companies are using to manage rising expenses
45% of decision-makers report holding excess inventory longer than planned, and 58% say their companies absorbed costs they initially intended to pass on to customers
40% say their companies began repricing affected goods or services in response to tariff changes
25% accelerated purchases to lock in pricing, while 25% re-forecasted revenue or margin projections
53% say they are spending more time reacting to trade policy changes than investing in long-term growth
For businesses already navigating tariff uncertainty, another escalation could create additional pressure across pricing, inventory, and operations.
Question: With tariffs now at 50%, what are retailers telling you is their biggest operational challenge compared with previous rounds of tariff increases?
Answer: Past tariff rounds gave retailers room to make one move at a time. They could shift some sourcing, go back to their suppliers to renegotiate, and see how it played out. At 50% there isn’t time for that. Prices, sourcing, and inventory all have to change together, and then they have to change again a few weeks later when the policy moves again. The hard part is that most teams are running those decisions off a pile of spreadsheets and systems that don’t really talk to each other. When your inventory, purchasing, and finance numbers don’t line up in one place, every new tariff turns into a scramble instead of a quick adjustment.
Q: Your research found that 53% of decision-makers are spending more time reacting to trade policy than investing in long-term growth. What does that look like in practice, and what are the longer-term consequences for retailers?
A: We found that 53% of decision-makers are spending more time reacting to trade policy than investing in long-term growth. In practice that means the person who should be planning next year’s assortment or looking at a new market is stuck rebuilding cost models every time another tariff headline hits. The growth conversations turn into contingency conversations. And that adds up. A competitor dealing with less volatility, or one that just has a clearer view of its own operation, gets to spend those same hours on the actual business. We see the same pattern at DOSS: the teams that climb back out of firefighting and get back to driving the outcomes that grow the business are usually the ones who hold their ground.
Ron Lach photo
Q: The study shows that many companies are absorbing costs while others are passing them on to consumers. What factors determine which approach a retailer takes, and how sustainable are those strategies?
A: It mostly comes down to pricing power. Retailers with brand loyalty can raise prices without losing customers. The ones competing mainly on price tend to eat the cost, because a price increase just sends shoppers to a competitor. But there’s something underneath that decision a lot of people miss, which is whether the retailer actually knows its true landed cost and contribution margin by SKU and by channel, in real time. Many of them don’t. Their cost data sits in separate systems and only comes together in a delayed fashion at month-end. If you can’t tell which products are losing money, you end up absorbing costs across the whole catalog. And absorbing only works for so long. Eventually the margin pressure shows up as layoffs, reduced investment, or cheaper products, and none of that holds up when the rules keep changing.
Q: Inventory management appears to be under significant pressure, with companies holding excess inventory and accelerating purchases. How are retailers balancing the risk of overstocking against the uncertainty of future tariff changes?
A: Hold too much and you’ve got cash and warehouse space locked up in a product you might have to mark down later. Hold too little and you’re exposed to a stockout if tariffs jump before your next order lands. So retailers are hedging. They’re buying ahead on the core SKUs they’re confident about and easing off on the discretionary stuff, where a bad call costs more. What really separates the teams that are world-class is that they are working from live numbers instead of guessing at month-end. If you can see your days of inventory, the cash tied up in stock, and where your reorder points sit as they move, you can make the call on purpose. If you’re piecing it together from spreadsheets after the fact, you’re guessing, and expose your working capital to risk.
Q: Given the ongoing unpredictability of U.S.-Canada trade policy, what capabilities or strategies will distinguish retailers that adapt successfully from those that continue to struggle?
A: The retailers who come out ahead will be the ones who can see their costs and their supply chain in real time, not once a quarter. If you’re waiting for the next earnings cycle to understand your tariff exposure, you’re working off old information. Diversifying your supply base helps, but speed is what really matters here. Can you model a new tariff scenario and act on it in days rather than weeks? And knowing what to do isn’t enough on its own. The retailers who win can push the change through purchasing, inventory, and pricing without it getting stuck in a dozen manual handoffs. That’s what we focus on at DOSS: getting retailers off systems that just tell them what already happened, and onto an operation that can respond while it still matters. The ones planning on an annual cycle while policy shifts every month are going to keep falling behind.
Tiered Seating. Rendering: Fairleigh Dickinson University
Fairleigh Dickinson University will open its new Vancouver campus at Oakridge Park for the fall 2026 term, bringing students, faculty and university visitors to the recently opened mixed-use development throughout the academic year.
The 70,000-square-foot facility will consolidate FDU Vancouver’s two existing downtown locations into a single campus. The move places the university alongside Oakridge Park’s growing collection of retail, dining, residential, office, cultural and civic uses, adding another source of weekday activity to the five-million-square-foot redevelopment.
Fairleigh Dickinson University is a private, not-for-profit institution with two campuses in New Jersey and an established presence in Vancouver. Its Canadian campus opened in 2007 and offers undergraduate and graduate programs in business, health, hospitality and tourism, humanities and information technology.
FDU President Michael Avaltroni described the move as an important stage in the university’s growth in British Columbia.
“Expanding to Oakridge Park is a defining moment for FDU Vancouver,” Avaltroni said. “This campus will deepen our engagement with local BC businesses, expand experiential learning opportunities, and create a space where innovation, culture, and academic excellence converge for the benefit of students and the broader community.”
New Campus Consolidates Downtown Operations
FDU’s Vancouver operations are currently divided between locations at 842 Cambie Street and 89 West Georgia Street. The university will bring those facilities together at Oakridge Park, providing a larger environment for teaching, student services, collaboration and events.
The new campus will include 18 classrooms, five computer labs, two semi-wet science laboratories, collaboration rooms, a library, learning and writing centres, and dedicated space for student government and clubs. A tiered multipurpose area will accommodate student programming, industry events and other gatherings.
FDU’s most recent published campus statistics show that 610 students were enrolled in Vancouver in fall 2025. That total included 495 graduate students and 115 undergraduate students, with most attending on a full-time basis.
The university has not publicly disclosed its projected fall 2026 enrolment or the eventual operating capacity of the Oakridge Park campus. The larger facility provides space for expanded academic programming, industry engagement and student services as FDU develops its Vancouver presence.
The university’s new address will be 210–5968 Cornelia Mews. FDU has said the campus will be operational for the beginning of the fall term, although a precise opening date has not been announced.
Rendering: Fairleigh Dickinson University
Adding Weekday Activity to Oakridge Park
The campus represents a different kind of anchor for Oakridge Park. Luxury stores and destination restaurants can draw visitors from across Metro Vancouver, with many arriving for occasional shopping or dining trips. A university creates a population that returns several times each week and may spend hours within or around the property.
Students and faculty could arrive throughout the morning and remain through the afternoon or evening, supporting activity during periods that may be quieter for traditional shopping. University receptions, networking functions, visiting speakers and alumni events will also bring employers, families and other guests into the development.
Chrystal Burns, Executive Vice President, Canadian Retail Experience at QuadReal Property Group, said FDU’s expansion represents an important milestone for the wider Oakridge community.
“This partnership exemplifies our ability to deliver bespoke, world-class spaces that elevate both academic and student experiences,” Burns said. “By fostering a forward-thinking, inclusive campus environment, we are proud to play a key role in FDU’s growth and continued success in shaping the next generation of leaders.”
The location gives students direct access to Oakridge–41st Avenue Station on the Canada Line, along with bus service on Cambie Street and West 41st Avenue. That connectivity will be important for a university serving students from across Metro Vancouver and a substantial international population.
Retail Benefits Likely to Be Concentrated
The arrival of hundreds of students will generate additional foot traffic, although the resulting spending will likely be concentrated within a relatively narrow group of businesses.
Oakridge Park’s current retail mix is strongly oriented toward luxury and premium brands. Chanel, Louis Vuitton, Prada, Bvlgari, Tiffany & Co., Brunello Cucinelli, Rolex and other international luxury names are among the retailers operating or preparing to open at the property.
Most students are unlikely to become frequent customers of those boutiques. Their routine purchases will probably be directed toward grocery, pharmacy, casual food, cafés and practical services.
Safeway is positioned to become one of the clearest beneficiaries. The full-service grocery store and pharmacy can serve students looking for prepared foods, snacks, personal-care products, medication and other everyday necessities.
A forthcoming A&W on a lower level of the development will add a familiar quick-service option. Oakridge Park also offers cafés, bakeries and a growing collection of restaurant concepts, although much of the dining mix sits above conventional food-court pricing.
Time Out Market Vancouver provides the largest concentration of food choices at the development. The approximately 51,000-square-foot market contains 18 kitchens, three bars, coffee and dessert concepts, event space and seating for close to 1,000 people.
Its lineup includes burgers, fried chicken, pizza, tacos, noodles and other casual formats, along with concepts led by recognized Vancouver chefs. The market could become a gathering place for students, faculty and university visitors, though the frequency of student visits will depend partly on price.
More accessible fashion and lifestyle retailers, including Aritzia, Sephora, lululemon and Sporting Life, may see some crossover. Oakridge Park also includes pharmacy, laboratory, medical and dental services that could benefit from a larger population spending time on site.
The property has a limited selection of telecommunications, stationery, value-oriented fashion and other categories frequently found near a major post-secondary campus. FDU’s arrival may reveal opportunities for additional affordable food, services and everyday retail as Oakridge Park’s residential, office and student populations grow.
Oakridge Park in Vancouver. Photo: Craig Patterson
Potential Connections with Oakridge Businesses
FDU has placed business and industry engagement near the centre of its rationale for moving to Oakridge Park.
The university says the campus will support experiential learning, career development and closer connections with British Columbia employers. Its academic programs have potential links to several sectors represented within the development, including retail, hospitality, tourism, technology, marketing, property management, health services and events.
Oakridge Park could provide a setting for internships, class projects, networking functions and employer partnerships. QuadReal, Westbank, retailers, restaurant operators, medical businesses and cultural organizations are all active within or connected to the project.
The inclusion of a large multipurpose area for student and industry events indicates that outside engagement will form part of the campus experience.
The university has already promoted business networking, alumni and partner events connected to the new location. Those activities will bring a wider group of visitors to Oakridge Park, including employers, alumni, visiting executives, speakers and students’ families.
Some of those visitors may have different spending patterns from the general student body, creating occasional opportunities for the development’s restaurants, services and premium retailers.
Oakridge Park opening talk at 9:30am on Thursday, May 28, 2026. Photo: Oakridge Park
Another Layer in Oakridge Park’s Mixed-Use Strategy
Oakridge Park opened its first major retail phase in May 2026 following years of redevelopment at the former Oakridge Centre site.
Co-developed by QuadReal Property Group and Westbank, the completed project is expected to span more than five million square feet across a 28-acre site. Plans include approximately 650,000 square feet of retail, more than 3,000 residences, around 720,000 square feet of office space and a nine-acre park.
The development will also include a community centre, public library, performance venues and other cultural and civic components. More than 6,000 residents and approximately 3,000 office workers are anticipated at full build-out.
Each component contributes a different population and pattern of use. Residents support morning, evening and weekend activity, while office employees create weekday demand. Retailers, restaurants and cultural programming bring regional visitors, and civic amenities attract people from the surrounding community.
FDU adds a student and academic population to that mix. Its direct contribution to luxury retail sales may be limited, but its presence can increase weekday activity, transit use and demand for food, grocery and services. Students also introduce a younger demographic to a development that has so far been most closely associated with its collection of luxury flagships.
Oakridge Park’s long-term performance will depend on how effectively it serves the different groups that live, work, study, shop and spend time there. FDU’s move adds another substantial use to that ecosystem and strengthens the development’s emerging role as a new urban district within Vancouver.
