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ecoVerificado.com from GreenCore verifies 0% tree-fibre diaper cores for LATAM private-label, claiming lower compliance costs plus 58% less water and 47% less carbon.

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GreenCore Solutions Corp. has announced the launch of ecoVerificado.com, a platform it describes as a new industrial standard for Latin American manufacturers producing private-label baby diapers using TreeFree Diaper® Core. The goal: enable eco-positioned diapers that match branded disposable diapers in performance while costing the same or less for private-label retailers and consumers.

A “Zero-Tree” claim aimed at real-world pricing

The company says ecoVerificado is designed to help manufacturers in Mexico, Brazil, Colombia, Argentina, and Chile bring a 0% tree-fibre diaper to market without imposing a European-style “green premium” on local families. In practical terms, GreenCore is framing this as a private-label advantage: better sustainability story, credible verification, and a price point that can win in-store.

Why pulp is in the crosshairs

GreenCore argues that the diaper supply chain’s reliance on wood fibre has created two issues at once: environmental impact and cost complexity. The company says the global hygiene industry cuts down over 50 million trees per year for disposable diapers, while also driving heavy water use and upstream emissions.

At the same time, GreenCore claims LATAM factories focused on domestic markets still end up absorbing compliance and documentation expenses associated with imported pulp, including audits, chain-of-custody paperwork, renewals, and monitoring. Collectively, the company refers to these burdens as the “German Tree Tax,” estimating they can consume 1.5% to 3.0% of annual revenue for OEM converters, even when products are sold locally.

What ecoVerificado actually verifies

ecoVerificado is positioned as an “instant verification layer” that confirms that a diaper contains TreeFree Diaper® Core, a proprietary absorbent matrix with 0% lignocellulosic biomass (no wood fibre), as GreenCore describes. The system is also used to validate three headline metrics the company is promoting:

  • 58% less water (by removing pulping and bleaching)
  • 47% lower carbon (by removing wet-timber logistics and thermal drying)
  • 0% trees (by replacing wood fibre with a synthetic absorbent matrix)

In other words, ecoVerificado is meant to be the proof layer that turns a product claim into something retailers can put on the shelf with confidence.

The margin story for manufacturers

Beyond sustainability claims, GreenCore is leaning hard into economics. The company says that eliminating pulp and its compliance-related surcharges can allow OEM converters to recover 15–18% in operational margin. ecoVerificado is positioned as having zero licensing fees and being bundled automatically with TreeFree Diaper® Core, which GreenCore says keeps more of the economic value inside LATAM.

What this could mean for private label in 2026

If adoption scales, ecoVerificado could become a new shorthand for retailers competing in baby care: a private-label diaper that is explicitly tree-free, digitally verifiable, and priced to move. The next signals to watch will be which manufacturers adopt first, how quickly major retailers integrate the verification story into packaging and merchandising, and whether performance parity holds up as production ramps.

The IHR Plugin is Coming in 2026, and It Brings Decentralized Warehousing to Health Retail

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Independent health retailers have always won on trust, service, and curation. The challenge is that the modern shopper also expects speed, certainty, and convenience. They want to find the exact format they’re looking for, feel confident it’s in stock, and receive it quickly, without chasing updates or wondering where their order went. In a world shaped by marketplace expectations, the customer experience is often defined less by what you sell and more by how smoothly you can get it into their hands.

That’s the problem the IHR Plugin, launching in 2026, is being built to solve.

In simple terms, the IHR Plugin is a retail growth layer that connects your online store to a broader sellable catalogue and a smarter fulfilment model by decentralizing warehousing. Instead of your e-commerce being limited to what is physically in one location, the plugin is designed to let your store sell through a distributed network of inventory sources. The goal is straightforward: more products your customers want, fewer lost sales, and a smoother, faster buying experience that keeps shoppers coming back.

What decentralized warehousing means, in plain language

Traditional retail warehousing is centralized. Inventory is either in your store, your backroom, or a single warehouse you rely on. That model can work, but it creates friction the moment customers want more variety or faster delivery. You either overstock to cover every scenario, or you accept that you’ll lose sales when the right item isn’t available in the right place at the right time.

Decentralized warehousing flips that model.

With a decentralized approach, your store can access inventory from multiple locations and sources, routing orders more intelligently instead of forcing everything through one bottleneck. When your customer clicks “buy,” the fulfilment path can be designed to select the best option for speed and reliability, whether that means shipping from a partner location, a distributor node, or another approved inventory source that meets the order requirements. The consumer doesn’t need to know the complexity behind it. They just experience what matters: better availability, clearer delivery expectations, and faster arrival.

That’s what makes decentralized warehousing such a powerful lever for customer experience.

Why this changes the consumer experience

When fulfillment is smarter, shopping feels different. Customers aren’t stuck browsing a site that says “out of stock” when the product exists nearby. They’re less likely to abandon carts because delivery timelines are vague. They’re more likely to reorder because the process is dependable.

The IHR Plugin is being designed to support that kind of experience by helping retailers move from a “single shelf” mindset to a “sellable network” mindset. Your store remains the brand the customer trusts. The behind-the-scenes fulfilment becomes more flexible and scalable.

The end result is a customer journey that feels more modern: more choice, fewer dead ends, and a better path from discovery to delivery.

What the IHR Plugin is, beyond fulfilment

The plugin is not just a shipping solution. It’s being built as an e-commerce engine that helps independent retailers compete without becoming tech companies. Alongside decentralized warehousing, it’s designed to support cleaner product data and easier merchandising, so your site can present products in a way that builds confidence and makes decisions easier. When product pages are consistent and sales-ready, they do more than display items. They educate, reduce hesitation, and convert interest into purchases.

That combination matters. Speed without trust doesn’t build loyalty. Trust without convenience doesn’t scale. The IHR Plugin is being built to bring both together.

Why 2026 is the right moment

Customers will only become more convenience-driven, not less. Retailers who can offer both credibility and ease will be the ones who grow. Decentralized warehousing is one of the most practical ways to raise the customer experience without forcing independents to gamble on massive inventory positions or expensive infrastructure.

That’s why the IHR Plugin is coming.

Join the waitlist for 2026 early access

Waitlist registration is now open for retailers who want early updates, previews, and first access opportunities as they roll out.

Register for the waitlist: olivier@ihrmagazine.com

Amazon welcomes another Whole Foods exec into Worldwide Grocery, and the timing matters

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Amazon just made another leadership move that tells you exactly where its grocery business is heading. Caitlin Leibert, previously Whole Foods Market’s vice president of sustainability, has stepped into a new role as global head of sustainability for Amazon’s Worldwide Grocery.

On paper, it’s a straightforward executive transition. In practice, it’s a clue that Amazon wants sustainability to function less like a brand value statement and more like an operating system across its grocery banners.

Who is Caitlin Leibert, and why this hire is strategic

Leibert isn’t new to scaling sustainability programmes in complex food businesses. Before Whole Foods, she led sustainability at Chipotle, a brand that had to solve similar questions around responsible sourcing, packaging, and waste reduction at scale. That mix matters because Amazon’s grocery challenge is not “having good intentions.” It’s building repeatable, measurable standards that work across thousands of suppliers, private label programs, store operations, and fast-delivery logistics.

Whole Foods already has a public-facing sustainability identity. It’s part of how the brand earned loyalty: tighter ingredient standards, a focus on responsible sourcing, and a long-running push to reduce waste and improve operational efficiency. By moving a senior sustainability leader from Whole Foods into Worldwide Grocery, Amazon is effectively signalling it wants that discipline to travel across the whole portfolio, not remain a Whole Foods-only advantage.

The bigger story: Amazon is building “One Grocery.”

This move sits inside a wider organizational shift: Amazon has been steadily pulling Whole Foods leaders into broader grocery roles, and restructuring teams and systems so grocery can run more like one connected business.

That matters because integration is where scale is born. When corporate structures unify, standards tend to unify next. It becomes easier to create shared supplier requirements, shared packaging expectations, shared reporting, and shared performance scorecards that apply across banners.

You can read this hire as another step toward Amazon turning Whole Foods from a standalone premium grocer into the operational blueprint for how Amazon wants grocery to run.

Why sustainability is becoming an Amazon grocery lever, not a tagline

Sustainability has moved out of the “nice to have” category for grocery and into the “this affects costs and execution” category. For Amazon, that pressure hits in three places:

Food waste is margin. Every bag of produce or tray of prepared food that doesn’t sell has a real cost: labour, shrinkage, hauling, and lost inventory value. For a business designed around speed and availability, waste reduction isn’t only an environmental win; it’s an operational advantage.

Packaging is performance. Grocery packaging isn’t just about appearance. It impacts breakage, returns, shelf life, cold-chain integrity, and customer satisfaction. As Amazon pushes grocery delivery and pickup, packaging becomes a technical requirement: it must protect the product, travel well, and reduce excess material. When Amazon tightens packaging guidelines for private label, it often influences supplier expectations too.

Supply chain sustainability is increasingly tied to sourcing and private label. In a modern grocery store, the biggest lever is procurement. When a retailer starts defining what qualifies as acceptable sourcing, materials, and reporting, it changes what brands must prove, not just what they claim. Sustainability becomes a gatekeeper, not a marketing message.

What retailers and brands should watch next

If Amazon is centralizing sustainability leadership inside Worldwide Grocery, expect the next phase to show up in practical, sometimes quiet ways:

Standardize food waste playbooks across banners. More consistent markdown strategies, better donation logistics, and more organized diversion efforts (like composting or organics handling) tend to follow central leadership.

Tighter packaging requirements through private label and vendor compliance. Expect clearer guidelines on materials, recyclability claims, and overall packaging footprint, especially where delivery performance and product protection are involved.

Supplier scorecards that connect sustainability to shelf space. The most consequential sustainability programmes are the ones that affect listings, promotions, distribution, and category resets. Once it’s inside the grocery leadership structure, it becomes easier to attach sustainability metrics to commercial outcomes.

A stronger link between sustainability and fast-delivery economics. The more Amazon expands grocery delivery capacity, the more it has to solve spoilage, cold-chain efficiency, routing waste, and packaging performance. Sustainability becomes part of execution, not separate from it.

What this means for health-focused and natural products retailers

Independent retailers won’t win by trying to out-scale Amazon. They win by out-communicating and out-earning trust.

Amazon’s move signals that sustainability language will become more common and more standardized across mainstream grocery. That can flatten differentiation for retailers who rely on vague claims. But it creates an opening for those who can translate sustainability into something customers understand and feel: better product integrity, smarter packaging, less waste, and more transparency.

If you want to stay ahead of where this is going, focus on operational proof. Track your biggest shrink categories. Build a repeatable markdown cadence. Strengthen donation or diversion relationships. Audit your worst packaging offenders. And work with brands that can clearly explain sourcing and materials without leaning on buzzwords.

Rexall President Nicolas Caprio to Retire in Spring 2026: What Canadian Health Retail Should Watch

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Rexall Pharmacy Group is heading into a leadership transition. President Nicolas Caprio has shared that he plans to retire from his role in the spring of 2026, following eight years with the company. Importantly for continuity, he is expected to remain involved as a member of Rexall’s board of directors.

For Canada’s health retail sector, this kind of change matters well beyond org charts. When that seat changes, the ripple effects can touch everything from category direction and promotional cadence to service expansion, talent development, and supplier expectations.

A pharmacist’s lens in a retailer’s role

Caprio’s career arc is a familiar one in pharmacy, but still meaningful: he started in the industry as a pharmacist in 1990 at Pharmaprix, and later held roles connected to Shoppers Drug Mart. That early clinical foundation often shapes how leaders approach the balancing act at the heart of modern pharmacy retail: patient trust and professional care on one side, retail efficiency and profitability on the other.

In practice, that balance shows up in decisions that store teams feel every day, such as workflow design, staffing models, training, customer experience standards, and how aggressively a banner leans into services versus front-end reinvention.

Why the timing is worth noting

Caprio’s retirement is planned for spring 2026, which gives Rexall time to manage succession deliberately rather than reactively. That lead time can be an advantage in a category where stability matters to customers, teams, and partners.

It’s also a moment when Canadian consumers are demanding more from pharmacy: faster access, clearer value, trusted advice, and convenient fulfilment. That combination of rising expectations and operational complexity makes leadership transitions especially consequential. New leaders often arrive with a mandate, even when the public messaging emphasizes continuity.

Caprio’s planned retirement is more than a people update. It’s a marker moment for a major Canadian pharmacy banner—one that comes with continuity (board involvement) and transition (a new chapter ahead). For the broader market, it’s a reminder that pharmacy retail leadership changes rarely stay contained at the top; they tend to echo through strategy, store operations, and the customer experience Canadians feel every week.

 

Canada’s Grocery Code of Conduct Explained: What Metro’s Sign-On Means for the Supply Chain

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Metro Inc. has confirmed it has signed the Canadian Grocery Industry Code of Conduct, adding meaningful momentum to a sector-wide effort to stabilize and modernize supplier–retailer relationships. In its statement, Metro emphasized its long-standing contribution to the Code’s development and its expectation that the framework will promote fairness and predictability across the grocery sector.

At its core, the Canada Grocery Code of Conduct is an industry-led framework designed to create clearer standards for how retailers and suppliers work together. The intent is to reduce uncertainty around fees, penalties, and shifting terms by reinforcing transparency, predictability, and fair dealing in commercial transactions.

The Code’s three-part structure

The framework can be understood through three connected pillars:

  1. Guiding principles and trade rule provisions that shape day-to-day commercial conduct between retailers and suppliers.
  2. A governance model that explains how the Code is administered and how members participate.
  3. An adjudication and dispute resolution process that offers a fair, accessible pathway when conflicts arise.

This structure is important because it pairs principles with real operational expectations and a formal dispute pathway, which helps address long-standing concerns about power imbalances and inconsistent practices in a highly concentrated grocery environment.

Governance and the Code Office

Oversight is intended to sit with the Office of the Grocery Sector Code of Conduct (OGSCC). The Office has been working to finalize governance rules, enrol eligible retailers and suppliers, and establish the foundation for consistent dispute handling.

A critical part of this model is the Office’s ability to act as a neutral administrator and adjudicator, giving both suppliers and retailers a clearer route to resolve issues without immediately escalating to commercial retaliation or drawn-out negotiations.

The timeline to enforcement

While participation is voluntary, the industry has been moving toward a target where the Code becomes fully implemented and enforceable in 2026. The success of this approach depends heavily on broad adoption across major retailers and meaningful supplier participation so that the rules are not applied unevenly.

Why Metro’s signature is a meaningful signal

Metro’s confirmation matters for two big reasons:

  • Market momentum: A Code only works if the largest players participate. Metro’s sign-on helps reduce the risk of a fragmented, two-tier system.
  • Confidence in implementation: By publicly linking its continued 2025 efforts with the Code Office to the path ahead, Metro is signalling that the governance and dispute framework is maturing toward practical, real-world use.

What this could change in practice

If the Code is implemented as intended, the most noticeable shifts should be:

  • Clearer rules around cost recovery and fees
  • More predictable timelines and processes for changes to terms
  • A more structured and credible dispute pathway
  • Improved trust and planning capacity across the supply chain

 

The Code is not a direct promise to lower grocery prices. Instead, it is designed to improve the business conditions that underpin the grocery ecosystem, helping create a more stable and transparent environment for commercial decisions that ultimately support a healthier supply chain for Canadians.

 

Natural Field Headlines 2025 FTA with Ashwagandha White Paper and Award-Winning Co-Loading Liposomes

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Natural Field used the 2025 FTA (Food Research Exchange Super Ingredients Conference) in Hangzhou to position itself as a serious technology leader in functional nutrition, pairing an ashwagandha science-and-market deep dive with fresh proof points in advanced liposome delivery.

At the centre of the buzz was the launch of the company’s Ashwagandha White Paper, described on-site as one of the most systematic, research-forward overviews of the ingredient in China. The document aims to bring clarity to growing global interest in adaptogens by mapping out key actives, mechanisms, standardization gaps, authenticity concerns, and real-world product logic. For brands and formulators, that is a timely move: ashwagandha demand continues to climb, but the category still suffers from inconsistent quality benchmarks and uneven consumer education.

Natural Field also amplified its momentum in co-loading liposome technology, highlighting NF Co-loading® liposomal CoQ10 and curcumin and showcasing data that tackles three persistent pain points in oral functional ingredients: stability, absorption, and multi-ingredient synergy. The company’s presentations referenced improved bioavailability and promising results in inflammatory and organ-specific models, sparking conversations with brand partners about new product development and combination design.

With multiple awards spanning raw materials and finished formats, Natural Field’s message was clear: the next competitive battleground is not just what ingredients you use, but how intelligently you deliver them.

Metagenics appoints global health leader Patrick Sly as CEO

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Metagenics has appointed Patrick Sly as Chief Executive Officer, effective immediately, marking a significant leadership transition for the professional-grade supplement company. Current President and CEO Pat Smallcombe, who has guided Metagenics through a period of strong growth since 2023, will move into the role of Co-Chair of the Board. Metagenics continues to be backed by Gryphon Investors, a leading middle-market private investment firm.

The move pairs continuity at the board level with a CEO who brings extensive experience in medical nutrition, healthcare professional partnerships, and large-scale consumer health businesses. For healthcare practitioners, retailers, and distributors, the appointment signals Metagenics’ intention to accelerate its next phase of growth while maintaining a strong focus on science, quality, and professional channels.

Leadership transition with continuity

Under Smallcombe’s leadership, Metagenics has strengthened its position in the rapidly expanding professional supplements segment, invested in clinically tested formulations, and deepened its relationships with healthcare professionals. His transition to Co-Chair of the Board ensures strategic continuity and ongoing stewardship at the governance level, even as day-to-day leadership passes to Sly.

Commenting on the transition, Ryan Fagan, Deal Partner in Gryphon’s Consumer Group, emphasised both continuity and fresh leadership:

“With Patrick’s deep experience in medical nutrition, partnerships with healthcare professionals, and leadership of global businesses, I couldn’t imagine a stronger candidate to succeed Pat Smallcombe’s successful tenure. Patrick’s leadership style focuses on integrity, innovation, and collaboration, an ideal fit for Metagenics’ culture.”

For stakeholders across the health and wellness ecosystem, the combination of Smallcombe’s board role and Sly’s operational leadership sets Metagenics up for a deliberate, well-planned handover rather than a disruptive shift.

A track record of global transformation

Sly brings to Metagenics a proven record of transforming large consumer health and nutrition businesses into sustained value creators. Most recently, he served as Global President of Reckitt’s US$8-billion Consumer Health division, where he led the portfolio to industry-leading profitability, renewed market share momentum, and durable, long-term growth.

Before that, he served as Global President of Reckitt’s US$3-billion Nutrition business, where he delivered a major global turnaround that strengthened margins, accelerated growth, and restored competitiveness across key markets.

Having lived and led in five countries, Sly brings a high degree of cultural fluency, adaptability, and global strategic insight. These qualities have enabled him to inspire diverse teams, navigate complex regulatory and market environments, and build resilient, performance-driven organisations that can adapt quickly to evolving health trends and consumer expectations.

Widely recognised for architecting transformations that elevate brands, expand margins, and create meaningful shareholder value, Sly is known as a leader who combines category expertise with crisis-tested judgement and a strong focus on people and culture.

He earned his MBA from Washington University in St. Louis’ Olin Business School and his Bachelor of Science in Business from Indiana University’s Kelley School of Business.

Positioning Metagenics for the next phase of growth

The appointment comes at a time when the professional supplements category is undergoing rapid change. Healthcare professionals and their patients are demanding more clinically substantiated products, clearer evidence on efficacy and safety, and stronger support around practice integration and patient adherence. At the same time, competition from both practitioner-only and direct-to-consumer brands continues to intensify.

Metagenics’ combination of scientific focus, professional-only distribution strength, and private-equity backing positions the company to invest further in product innovation, clinical research, digital tools for practitioners, and global expansion. Sly’s experience leading large portfolios, managing complex supply chains, and steering global teams is expected to support these ambitions.

“I’m thrilled to be joining Metagenics at such an exciting time,” said Sly. “The professional segment of the supplements category has tremendous growth potential, and Metagenics’ outstanding brand and clinically tested product line position the company for continued success. I’m especially impressed by the very strong team and solid foundation that Pat Smallcombe has built, and I look forward to working with the organisation to drive the next phase of growth.”

For Canadian natural health retailers, clinics, and practitioners, this leadership change underscores the increasing sophistication of the professional supplements space. As companies like Metagenics bring in globally seasoned executives, the bar continues to rise on quality, evidence, and execution—both in the back office and at the practitioner’s front desk.

Maison Riviera names Michael Norman GM and CEO as it doubles down on dairy and plant-based growth

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Maison Riviera is entering a new phase of its evolution. The Quebec-based pioneer in dairy and plant-based innovation has appointed industry veteran Michael Norman as general manager (CEO), effective 5 January 2026. His arrival coincides with the rollout of a major industrial and marketing investment plan designed to accelerate Riviera’s growth as an iconic brand of Quebec expertise in Canada’s refrigerated aisles.

For retailers and health-channel operators watching the rapid convergence of dairy, plant-based and better-for-you trends, this leadership change is more than a personnel note. It signals that Riviera intends to lean even harder into product differentiation, sustainability and premium positioning over the next several years.

A leader shaped by Canada’s co-operative agri-food sector

Norman brings nearly 30 years of experience in the Canadian agri-food sector, much of it within the co-operative ecosystem that underpins a large share of the country’s food production and processing.

Over the course of his career, he has held senior management roles at two of Canada’s largest co-operatives, Agropur and Exceldor. Most recently, he served as general manager of Nutrinor, a major Quebec co-operative with activities that span agri-food, agriculture and retail. This background gives him a rare, system-level perspective on everything from farmgate realities to category management in the grocery channel.

Norman is known for his leadership, strategic vision and business development skills – attributes that will be essential as Riviera balances its traditional dairy roots with its growing plant-based offerings.

“It is a privilege to join a company as iconic as Maison Riviera. I have always been driven by values of authenticity, innovation, and cooperation. I look forward to working with the teams to accelerate Riviera’s growth and strengthen our commitment to quality and sustainability for Canadian consumers,” he said of his appointment.

A century-old Quebec brand, focused on tomorrow’s shopper

Maison Riviera’s roots stretch back to 1920, when the company first began serving Quebecers as a regional dairy. Over more than a century, it has built a reputation for quality and originality, pairing a strong sense of place with a willingness to experiment.

Today, Riviera is recognised for an extensive portfolio of dairy and plant-based products that cater to shifting consumer expectations around taste, nutrition, and environmental impact. From premium dairy lines to plant-based alternatives, the brand has positioned itself as a bridge between traditional dairy shoppers and flexitarian consumers who are rethinking what goes into their baskets.

That dual identity – dairy artisans and plant-based innovators – is central to Riviera’s current strategic plan. The newly announced industrial and marketing investment programme is aimed at reinforcing exactly that: investing in facilities, innovation and brand-building that highlight Riviera’s authenticity, quality and sustainable mindset.

“Mr. Norman’s appointment reaffirms our commitment to Riviera’s future and our desire to refocus our Quebec-based company’s strategy on its key success factors: differentiation through the quality and originality of its products and services,” said Hervé Massot, general manager and CEO of Groupe Alsace Lait, Riviera’s parent organisation. “The goal is to bring our authentic and sustainable expertise to life by leveraging our strong regional roots.”

What this means for Canadian retailers and health independents

For Canadian grocers, pharmacies, and natural health retailers, the appointment of Norman – and the investment plan behind it – sends several clear signals.

First, expect a continued emphasis on premium, differentiated products. Riviera has built its reputation on quality, packaging design and elevated eating experiences; with fresh investment and an experienced leader at the helm, the brand is well positioned to deepen that positioning across dairy and plant-based sets.

Second, the company is likely to sharpen its storytelling around sustainability and regional identity. In an environment where consumers are increasingly seeking products that support local economies, minimise environmental impact and deliver clean, recognisable ingredients, Riviera’s Quebec roots and commitment to authentic expertise can offer retailers a compelling narrative at shelf.

Third, retailers can anticipate closer collaboration around category growth. Norman’s background in co-operatives, where long-term relationships and shared value are central, suggests a leadership style that will prioritise joint business planning, data-informed assortment decisions and strategic activation – particularly in segments such as better-for-you dairy, plant-based yogourt-style products and value-added cream or dessert offerings.

For independents and health-focused retailers, Riviera’s plant-based lines and better-for-you innovations may open the door to more curated sets that still feel indulgent and “gourmet”, but align with wellness-oriented shoppers. For larger banners, the opportunity lies in using Riviera as a destination brand to differentiate the refrigerated aisle and drive basket trade-up.

Looking ahead: growth with heritage in mind

As Michael Norman officially steps into his role in January 2026, the immediate priority will be to translate Riviera’s investment plan into tangible gains: stronger brand recognition, a more efficient and flexible industrial base, and a pipeline of innovations that match where Canadian consumers are heading.

At the same time, the company has been explicit that growth will not come at the expense of its heritage. Riviera’s history as a Quebec dairy artisan remains a point of pride and a key driver of trust with consumers who are wary of commoditised, “me too” products.

For the broader Canadian agri-food sector, this appointment illustrates an important theme: the brands that will win are those able to honour their roots while leaning into new consumer expectations around plant-based eating, sustainability and premium experiences. Riviera’s next chapter, under Norman’s leadership, will be one to watch for retailers across the country.

Metro Inc doubles down on share buybacks

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When a major grocery and drugstore player like Metro Inc announces another round of share buybacks, the move is about more than just market mechanics. It is a statement about confidence, cash flow, and the company’s role in a fast-changing Canadian retail landscape.

Metro Inc. has confirmed that the Toronto Stock Exchange (TSX) has approved the renewal of its normal course issuer bid (NCIB) program. Between 27 November 2025 and 26 November 2026, the company may repurchase up to 10,000,000 ordinary shares—about 4.7% of its issued and outstanding shares as of 13 November 2025. For IHR Magazine readers, this is a useful window into how one of Canada’s largest grocery–pharmacy players is choosing to deploy excess capital at a time of ongoing cost pressures, shifting consumer demand, and intense competition in food, pharmacy, and health products.

Inside Metro’s 2025–2026 normal course issuer bid

On 13 November 2025, Metro had 213,800,822 issued and outstanding common shares, with 212,645,667 shares in the public float. Under TSX rules, the average daily trading volume over the previous six months—446,822 shares—matters because it caps how many shares can be repurchased on any single trading day.

Based on those rules, Metro will be permitted to buy back up to 111,705 common shares per day, subject to the TSX’s limits on block purchases. These repurchases will be executed through the TSX at market price and via alternative Canadian trading systems, in line with exchange policies and securities regulations. The company also has the option to buy shares through private agreements, under a specific exemption order from securities regulators, generally at a discount to the prevailing market price.

Every share Metro repurchases under this NCIB will be cancelled. In practical terms, that reduces the number of shares outstanding, which can increase earnings per share (EPS) over time and potentially support the share price—assuming the underlying business continues to perform.

A look back: the results of Metro’s current buyback

The renewal comes on the heels of an already active year on the buyback front. Under the NCIB in place from 27 November 2024 to 26 November 2025, Metro repurchased 8,700,000 common shares as of 13 November 2025. Those shares were bought at a weighted average price of $97.51, for a total outlay of approximately $848.3 million.

Those repurchases, like the new program, were carried out through the TSX and alternative trading systems at market prices. For investors, that level of buyback activity sends a clear signal: management believes Metro shares are a compelling use of capital alongside continued investment in operations, technology, and its grocery and pharmacy networks.

For IHR readers tracking the health and wellness side of retail, it also underscores how large banners like Metro and its Jean Coutu pharmacy chain are balancing returning cash to shareholders with continued investment in in-store experience, private-label health products, and pharmacy-based health services.

Automatic Share Purchase Plan: buybacks that keep running

One of the more technical—but important—details in Metro’s announcement is its intention to enter into an Automatic Share Purchase Plan (ASPP) with National Bank Financial Inc., its designated dealer. Once the new NCIB begins, the ASPP will allow Metro’s broker to repurchase common shares automatically, following pre-set instructions.

Why does this matter? Insider trading rules and Metro’s own blackout policies prevent the company from actively repurchasing shares during certain periods—for example, just before earnings releases. An ASPP is designed to keep the NCIB moving during those blackout windows. The broker can continue purchasing shares based on the pre-agreed parameters, even when Metro itself is restricted from giving new trading instructions.

Outside those ASPP blackout periods, Metro will continue to repurchase shares at its discretion, subject to applicable laws and regulatory guidelines. For the market, this structure offers more consistency in buyback activity and can help smooth out the pace of repurchases over the full life of the NCIB.

What this means for the broader health and retail landscape

For suppliers, independent retailers, and health brands watching from the sidelines, Metro’s renewed NCIB is one more signal that Canada’s largest food and pharmacy chains are generating the cash flow to both reinvest in operations and return capital to shareholders.

A sustained buyback program often reflects several underlying realities:

  • The company believes its shares are fairly valued—or undervalued—relative to future earnings power.
  • Cash generation from operations is strong enough to fund both growth initiatives and shareholder returns.
  • Management is confident in the stability of the business model, even amid changing consumer patterns and cost pressures.

For health and nutrition brands trying to win shelf space in grocery and pharmacy chains, that stability matters. Retailers with strong balance sheets and active capital-return programs often have more capacity to experiment with new categories—such as functional foods, supplements, and wellness-oriented private labels—while still delivering on investor expectations.

Metro’s renewed NCIB does not directly dictate what happens in its pharmacy aisles or supplement sets. But it does reinforce a bigger narrative: Canada’s integrated grocery–pharmacy players are positioning themselves as long-term, cash-generating platforms. For IHR Magazine readers, that is a reminder that winning with these banners means thinking not only in terms of product and promotions, but also about how those products align with a retailer’s long-term value story.

KAL Vitamins Marks 93 Years of Mineral Leadership

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KAL Vitamins, often called the original mineral brand, is celebrating its 93rd anniversary this November. Since 1932, the company has built trust with generations of families by focusing on high-quality, science-informed mineral supplements.

For retailers and health practitioners, KAL’s latest launches show how a heritage brand can stay relevant in a crowded, innovation-driven market.

Heritage Meets Next-Gen Mineral Formulas

Minerals have been at the core of KAL since its founding. As consumers become more aware of nutrient gaps, stress, sleep issues and immune health, mineral formulas have moved from “supporting role” to everyday essentials.

To meet this demand, KAL has introduced two new offerings: Total Minerals+ and Magnesium 7 Complex. Both are designed to modernize mineral support while preserving the brand’s long-standing commitment to quality.

Total Minerals+: Foundational Daily Mineral Support

Total Minerals+ is positioned as a comprehensive daily mineral formula for whole-body wellness. Each serving delivers 13 essential minerals plus trace minerals, including magnesium to support bone, muscle and nerve function, zinc for immune health, and selenium for antioxidant protection.†

The line comes in VegCaps for traditional supplement users and a mandarin-flavoured powder that mixes easily into water or smoothies—ideal for consumers who prefer drinkable formats. For Canadian retailers, this versatility allows Total Minerals+ to be merchandised in core mineral sets, immune and bone health sections, or as part of a “daily essentials” feature.

Magnesium 7 Complex: Full-Spectrum Magnesium

Magnesium remains a top-growth mineral, with rising interest in its role in muscle and bone function, heart and nerve health, and everyday relaxation. KAL’s Magnesium 7 Complex delivers a full spectrum of seven highly absorbable magnesium forms, including malate, citrate and liposomal magnesium.†

This multi-form approach is intended to support absorption and tolerability while appealing to educated consumers who understand that not all magnesium forms are the same. For health retailers, it provides a premium, differentiated option in an already busy category.

Extending Wellness into the Community

KAL’s 93rd anniversary is also being marked by a community initiative. The brand has partnered with national non-profit Thanksgiving Heroes to help provide holiday meals to families in need in the Salt Lake City area.

It is a clear signal that KAL sees wellness as more than supplementation. For today’s values-driven shopper—and the retailers who serve them—heritage, science and social responsibility are increasingly part of the same conversation.

As KAL moves toward its 100th year, these launches position the brand as both a mineral pioneer and a modern partner for the health retail channel.

†Statements are for educational and marketing purposes only and are not intended to diagnose, treat, cure or prevent any disease.

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