Data centres – large industrial facilities that power cloud computing and AI – have become critical infrastructure supporting the world’s growing digitization. Everything from streaming video and online banking to scientific research and generative AI depends on their ability to store, process and move enormous volumes of data.

As demand for digital services continues to rise, these centres sit at the root of that growth. And, as they become more pervasive, conversations about broader implications are growing.

“Data centres are increasingly part of public debate because of concerns about energy use, environmental impact, local economic effects and data sovereignty in Canada,” says Lyndsey Rolheiser, an assistant professor at the .

Despite the growing significance, there remains a notable gap in publicly available information about these facilities.

“There is very little systematic evidence to inform that discussion,” says Alexander Carlo, a postdoctoral researcher at Schulich. “At a basic level, we do not have a clear picture of where data centres are located in Canada or where new ones are being developed.”

Rolheiser and Carlo set out to address that gap by creating the first comprehensive map of Canada’s data centre landscape. Their work, now and to be included in the forthcoming Schulich School of Business Real Assets Research Paper Series, documents both existing facilities and the growing pipeline of projects that have been announced or are under construction.

The authors built their analysis around a proprietary dataset from Aterio, a data intelligence firm that aggregates information on large‑scale infrastructure projects. Using permitting records, utility filings and company disclosures, they tracked facilities from initial announcement through construction to full operation, then layered in census and provincial electricity data to assess location, scale and energy implications.

Once completed, they mapped out a much clearer picture of how Canada’s digital infrastructure is changing. The analysis shows that while Canada’s current data facilities footprint remains relatively modest, the pipeline of planned facilities is nearly 10 times larger – and those new centres are far bigger than older ones, reflecting a shift toward hyperscale infrastructure designed to support AI.

Future development is also highly concentrated: Alberta alone accounts for more than 90 per cent of planned capacity, despite relying on a comparatively high‑emissions electricity grid. At the same time, new facilities are increasingly being built far from major cities, often hundreds of kilometres from urban cores. Meanwhile, provinces with cleaner electricity systems, including Quebec, Ontario and B.C., have begun restricting or carefully managing grid access for large new data centres.

These patterns reflect a set of broader concerns the authors explore in the paper. Data centres consume enormous amounts of electricity – often equivalent to tens of thousands of households per facility – while creating relatively few long‑term jobs compared with the scale of public infrastructure they require. Their expansion can reshape provincial power systems, raise emissions concerns and crowd out other users. The authors also point to questions of data sovereignty, since most large facilities are owned by foreign firms and to the risk that some projects could become stranded assets if AI demand slows or climate policy tightens.

While Rolheiser and Carlo do point to these risks, the aim of the research is to ground future discussions in evidence. “This is a necessary first step for any informed policy or public debate,” Rolheiser says.

“At a minimum,” Carlo adds, “the paper should help clarify what the current landscape looks like and where development is taking place.”

Both researchers hope their work contributes to more informed discussions about data centres in Canada, and provides a solid evidence base that helps policymakers and the public better understand these sites and their impacts on grid access, emissions and economic benefits.

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Led by Parmeet Singh Channe, a student, Enactus York is empowering students to tackle social and environmental challenges through award-winning entrepreneurship and ventures.

When Channe, a third-year computer science student, was growing up, he was exposed early to stark inequalities. He recalls seeing children his age working in extreme conditions instead of attending school. Those experiences instilled in him a drive to make a difference that evolved into a desire to pursue socially minded entrepreneurship and build projects to create the change he wanted to see in the world.

That motivation led him to �첥��Ƶ and, in April 2024, to a LinkedIn post by Enactus Canada, a registered charity. Channe learned the organization empowers post-secondary students to use innovation and entrepreneurship to advance social impact. Through a network of teams at more than 78 campuses across Canada – and a global network spanning 35 countries – participants develop projects aligned with the United Nations Sustainable Development Goals and compete by pitching their ventures and demonstrating outcomes on a national and international stage.

“Discovering Enactus felt like finding a platform that perfectly aligned with what I had already been trying to build: using entrepreneurship as a tool for real-world impact,” says Channe.

After learning that a previous Enactus York chapter had dissolved during the COVID-19 pandemic, Channe became determined to resurrect it. Within a few months, he relaunched the chapter, which was officially ratified in September 2024. The group started small, with only two members. In those early days, Channe took on several roles: pursuing partnerships and funding, overseeing project development and working to recruit new members to grow the team into a thriving entrepreneurial community.

Today, Enactus York has grown to more than 90 members, supporting innovative initiatives – each driven by a purpose that reflects what first inspired Channe. “Our goal is to create ventures that benefit lives at scale while improving people’s standard of living,” he says.

In its first year, the group demonstrated its mission through award-winning projects, such as: AR Home Builder, an augmented reality app that helps rural communities to construct sustainable, resilient housing; Modular Homeless Shelters, which redesigns existing shelters with factory-built units to provide housing solutions; and Energent, an intelligent energy management platform that helps property managers reduce consumption and costs while promoting sustainability.

Three more ventures are underway this year. LiftAID connects students with non-profits, helping communities access volunteer support while providing opportunities to develop applicable skills. Easysim helps professors teach economics through realistic simulations, making education more engaging and accessible. Dragoncure is exploring ways to support triple-negative breast cancer treatment – especially in low-income countries – by developing solutions that are affordable, low-risk and aimed at reducing relapse.

Earlier this year, Enactus York took these projects to competition with team members Prabhkrit Singh (co-president of Enactus York), Mohammad Areeb (vice-president) and Samashi Munaweera (project manager of Dragoncure).

In its first appearance at the Enactus Canada Regional Exposition, the chapter earned three podium finishes: Easysim placed second in the TD Entrepreneurship Challenge, Dragoncure placed second in the Innovation & Impact Challenge and LiftAID placed third in the Desjardins Community Empowerment Challenge.

In addition to its Enactus achievements, Dragoncure also earned first place at the Hult Prize Qualifiers at �첥��Ƶ – part of a global competition that challenges student teams to pitch business ideas addressing major global problems. The qualifiers feed into national and international rounds, offering the team a chance to move on to the competition’s final stages and compete for seed funding.

While venture creation and competitions are the chapter's focus, it also serves as a hub. It organizes workshops, networking events and collaborative initiatives that provide opportunities to gain skills in market research, pitching and storytelling, project development and building partnerships. “These experiences not only support venture creation but also prepare students for careers in entrepreneurship and innovation,” says Channe.

Looking ahead, Channe says Enactus York will participate in the Hult Prize Nationals in Montreal in April, followed by the Enactus Canada National Exposition in May, where teams compete for a chance to advance to Enactus Global.

Channe envisions the chapter growing into one of Canada’s leading student venture ecosystems. It boasts more than 10 active projects creating measurable change for thousands of individuals internationally, with Enactus York alumni leading startups and driving innovation across industries.

“We aim to contribute meaningfully to the SDGs while building a generation of students who see themselves not just as learners, but as problem-solvers and changemakers,” he says.

By inspiring others to take action, Enactus York aims to create a ripple effect one person at a time. “Just one tree can provide shade to hundreds of people in its lifetime,” Channe says.

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How can retailers maintain the flow of goods during climate change-driven disruptions such as flooding, wildfires and severe storms?

Three MBA students earned top place at this year’s Sustainable Supply Chain Case Challenge for their practical, tech‑driven strategy to address this challenge.

The question was at the core of the competition, which brings together graduate students from business schools across Canada to tackle a real-world sustainability case involving retail logistics.

Hosted by the George Weston Ltd. Centre for Sustainable Supply Chains at Schulich, the event requires teams to submit a written proposal and deliver a final live presentation to industry judges for cash prizes and recognition.

When Schulich student Abdel Rahman Elakrat heard about the challenge, he was eager to participate and learn more about the impact of climate and weather in real-life scenarios. He formed a group with friends and fellow MBA students Rabie Tarakji and Harinder Kumar, and they got to work on the case study, which asked participants to propose solutions for a hypothetical $30-billion grocery retailer seeking to strengthen its resilience during severe weather events.

The team – called Chain Reaction – began by examining how climate disruptions affect Canadian supply chains. They were surprised by what they discovered.

“The amount of money lost in the Canadian market every year due to extreme weather conditions was eye-opening,” says Elakrat, noting that 2024 was the most expensive year in Canadian history for weather-related damages, at more than $8 billion. “I had no idea it was that bad.”

That insight helped the three students understand that climate volatility is no longer occasional – it is constant.

“It’s not just a temporary or once-in-a-while operating condition,” says Tarakji. “We realized that companies need to be predictive so they can accommodate unexpected turns.”

Drawing on technologies already being piloted or used by companies such as Costco and Walmart, Chain Reaction developed a three-pronged resilience strategy that uses advanced digital tools to anticipate disruptions before they happen.

The first element was inspired by the way wildfires increasingly shut down highways and rail lines, leaving trucks stranded and store shelves empty. To address such scenarios, the team proposed a logistics “control tower” system driven by AI that connects truck GPS data with live weather monitoring. The system would allow dispatchers to reroute shipments up to 48 hours before storms or fires block major transportation routes.

Their second strategy involved installing wireless IoT (Internet of Things) temperature sensors inside refrigerated trucks and cold-storage facilities. These sensors would constantly monitor conditions and immediately alert managers if temperatures rise, helping prevent food waste while reducing energy costs. The approach addresses the growing risk of extreme heat, which can cause refrigeration systems on delivery trucks to fail thereby spoiling meat and dairy before they reach stores.

Finally, recognizing that many disruptions originate deeper in the supply chain – such as droughts affecting farms supplying key ingredients – the students proposed a supplier-risk mapping software. The tool would track where products originate and flag climate risks early, allowing companies to secure alternative suppliers to get ahead of potential supply shortatges.

A key philosophy behind the team's proposal was practicality. Although the hypothetical case study company was a multibillion-dollar enterprise, the team wanted their approach to remain realistic, cost-effective and scalable.

“Instead of pitching really expensive physical infrastructure that would require billions of dollars and years to build, we went with something easy to implement and cost-effective,” says Elakrat. “Our solution was estimated at about $1.5 million – which is minuscule for a $30-billion business.”

Chain Reaction submitted their proposal for the competition's first round and was selected to advance to the final round, where they presented their strategy to a panel of industry judges.

On the day of the finals, the team watching the other presentations while waiting for their turn. They were impressed by the quality of the competition but, aside from a few nerves, remained confident in their pitch. “We have nothing to lose, so let’s just enjoy it,” Elakrat recalls thinking.

Over the course of the project, the three students had independently tackled different parts of the project – market research, solutions and implementation – each of them becoming experts in their assigned area. They made time every day to meet for at least 30 minutes, forming a collaborative chemistry.

By the time they reached the finals, their presentation was polished and they were feeling confident.

Tarakji says that during the presentation, they "realized quickly that we were doing well and that we had a good flow.”

Despite feeling positive after taking the stage, the students weren't expecting to take the top-place finish. When the second- and third-place teams were announced – and Chain Reaction’s name had not yet been called – they began to refelct on what a valuable experience the competition had been.

Then, Chain Reaction was announced as overall winner.

Afterwards, members of the judging panel offered feedback, and said their work stood out for being both innovative and practical – and as a solution that could be applied immediately to help companies navigate climate risks.

Beyond the recognition, the three students walked away with a valuable experience. The process of designing a strategy rooted in SDG‑focused practices showcased what is possible today, and how they can contribute to sustainability efforts in the workplace moving forward.

“The problems we were solving in these cases are the same challenges companies face today, and in the future, when we’re working in those companies, the solutions we developed now can help shift the dynamic there too,” says Tarakji. “That’s exciting.”

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In 2017, Schwartz sat down to write a letter to Cragg, aware that his mentor, colleague and friend’s passing was near.

“I am sending this note to make sure that you are aware of the major impact you have had on my life,” Schwartz began, before telling Cragg – a widely respected scholar of business ethics who served at �첥��Ƶ from 1992 to 2009 – how profoundly that support had changed him.

In his letter, he credited the PhD he completed under Cragg’s supervision, and the ethical approach to business education that still defines his own teaching at �첥��Ƶ today, to the guidance and encouragement he received.

He also shared memories of their time together – from travelling to Northern Ontario for early fieldwork to standing with Cragg atop Masada, the ancient mountaintop site overlooking the Dead Sea, on the day he would have convocated – to underscore the deep personal bond they formed working alongside each other.

Through the note, Schwartz sought to honour the professional and personal difference Cragg made in his life. Nearly a decade later, he has gone a step further by ensuring Cragg’s legacy is also documented through a new book, . "It seemed the most appropriate way to attempt to repay Wes,” says Schwartz, a faculty member at York's Faculty of Liberal Arts & Professional Studies.

Edited by Schwartz, the book is a collection of influential academic articles and book chapters written or co‑written by Cragg over the course of his prolific career, which included more than 75 journal articles worldwide and 14 authored or edited books.

Those works reflect Cragg’s influential belief that business ethics should prioritize cooperation over competition and encompass not just actions but perception and character. At a time when many business schools embraced shareholder primacy, says Schwartz, Cragg argued that ethical decision‑making must balance people and profits – a perspective that helped establish him as a leading authority in the field.

His scholarship ranged widely – from stakeholder theory and human rights to corruption and environmental ethics – and included important work with Indigenous communities on issues such as informed consent and responsible resource development.

He lent that authority beyond academia, advising federal government departments and private‑sector organizations on complex ethical issues. He served as the inaugural George R. Gardiner Professor in Business Ethics at York's – the first designation of its kind in Canada – and led initiatives such as the Canadian Business Ethics Research Network and the Canadian chapter of Transparency International, helping to advance corporate social responsibility nationally and internationally.

To navigate the breadth of Cragg’s career, Schwartz approached the selection process with some key principles. “The primary criterion was to include the very best of Wes’s articles and ones I believed he himself would have also wanted to include,” he says. Schwartz focused on pieces that addressed core business ethics themes, where Cragg was the sole or lead author, and that together offered a broad representation of the issues explored throughout his career. Several pieces also reflect Cragg’s collaborative work with fellow York scholars, including Alan Greenbaum, Ian Greene, Dirk Matten and Schwartz.

Schwartz’s work on the book was helped too by his own extensive career, having authored seven books on business ethics and earning recognition as the most productive business ethics researcher in Canada – and 14th in the world – in a study published in the Journal of Business Ethics (2010).

Schwartz hopes the book will offer insight into Cragg’s thinking or highlight the scope of his contributions. “Wes was a very deep thinker, and his writings provide distinct perspectives on business ethics,” says Schwartz. “I hope that readers find Wes’s work interesting, intriguing, thought‑provoking, unique, noteworthy and useful.

“Wes always had high standards, which only pushed me to try to work harder,” says Schwartz. "I can only hope that he would have appreciated my efforts to memorialize his academic career."

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Beechy’s tenure at �첥��Ƶ began in 1971 when he joined the Faculty of Administrative Studies – now the Schulich School of Business. He brought with him a passion for accounting education, which he shared for more than four decades in Schulich’s Bachelor of Business Administration (BBA), International Bachelor of Business Administration (iBBA), Master of Business Administration (MBA), International Master of Business Administration (IMBA) and Executive Master of Business Administration (EMBA) programs.

His insights into the profession reached beyond York students, as he authored the first Canadian textbooks on advanced financial accounting and intermediate accounting, influencing accounting education across the country. His work also appeared in books, published monographs, empirical studies and numerous journal articles.

Beechy served as associate dean for 12 years, accounting area coordinator for 11 years and BBA/iBBA program director for nine years. He played a pivotal role in launching the iBBA degree, enhancing York’s international reputation and fostering partnerships with institutions in China and India through dual and joint degree programs.

These contributions are recognized through the Thomas H. Beechy Award for International Exchange, which provides financial support to Schulich undergraduate students pursuing international opportunities. The award honours Beecy's lifelong passion for fostering global learning experiences.

Outside of York, Beechy was known for his culinary skills, love of gardening and philanthropic support of the arts. Within the University, colleagues remember him for his diplomacy, sense of purpose, sound counsel and enduring influence on Schulich.

“His contributions helped define who we are as a school,” says Schulich Dean Detlev Zwick. “He leaves a rich legacy at Schulich – not only in our accounting curriculum but in the example he set as a colleague and leader.”

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Buzacott, who served as a professor at the from 1991 to 2002, was considered an influential figure in modern production and operations management. He is credited for transforming the field with his research on stochastic modelling and flexible manufacturing systems, which used mathematical methods to help organizations manage uncertainty and adapt production processes efficiently.

"Professor Buzacott was a towering figure in production and operations management," says Schulich Dean Detlev Zwick. "His research laid much of the intellectual foundation for how manufacturing and service systems are understood today while consistently championing the view that theory remain grounded in real industrial problems.”

Over his career, Buzacott published 165 scholarly articles and was widely recognized for his ability to bridge theory and practice at a time when academic work was becoming increasingly mathematical. In recognition of his lifetime work, he was named a Fellow of the Manufacturing and Service Operations Management Society, one of the field’s most distinguished honours. He also received honorary doctorates from Eindhoven University of Technology in 2001 and the University of Waterloo in 2023.

Originally from Australia, Buzacott earned degrees in electrical engineering and physics from the University of Sydney before moving to England to work in industry. These early experiences shaped his future academic career. After earning his PhD from the University of Birmingham, he moved to Canada in 1967 and taught at the University of Toronto, the University of Waterloo and finally �첥��Ƶ.

During his time at York, he was also a PhD program director, where he pursued a passion for guiding future researchers and scholars.

"He was a generous mentor, advisor and colleague whose commitment to nurturing young scholars left a lasting mark," Zwick says. Buzacott's research also leaves a legacy, he adds. "His ideas and influences will continue to shape the field of operations management for generations to come."

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As 2026 begins, many are looking ahead and wondering how the economic environment will evolve. �첥��Ƶ experts say there will be challenges, but point towards positive trends for the year ahead.

For instance, households and investors with keen eyes may find further opportunities to grow wealth this year.

Daniel Richards, an associate professor in the School of Administrative Studies, Faculty of Liberal Arts & Professional Studies (LA&PS), notes that even amid some geopolitical volatility, last year’s stock market returns were consistent and strong. That trend has carried into 2026, he says, noting “the news does not reflect what happens in the market.”

On a broader scale, Richards points out that contrary to expectations, the number of jobs in the economy increased at the end of 2025. This may suggest strength in the labour market and some support for household income and expenditures.

Irene Henriques, a professor of strategic management at York' University's and senior business strategist, also sees positives signs of support coming from the Canadian government. Activity in recent months has seen Canada foster resilience and opportunity through international engagement. “Canada’s push to diversify trade and deepen international partnerships is fundamentally about risk reduction and stability,” she says.

By spreading trade across a wider range of partners and supply chains, Canada can reduce its vulnerability to disruptions.

Other steps, such as Canada’s trade agreement with China on electric vehicles and agricultural goods, illustrate how diversified engagement can open new markets and ease trade tensions. “For everyday Canadians, this translates into more stable prices over time due to more resilient supply chains, stronger job security as Canadian firms get access to more export markets and long-term financial resilience which supports economic growth,” explains Henriques.

Meanwhile, the continued “buy Canadian” mindset among consumers is predicted to continue its positive impact throughout 2026. “Buying Canadian is not just symbolic; it has practical economic spillovers,” she says.

Spending at home keeps money circulating in local economies, supports jobs and strengthens small- and medium-sized businesses. Over time, this reduces reliance on volatile global supply chains and helps stabilize pricing and availability.

Businesses, she adds, are reinforcing this shift by expanding interprovincial trade and lowering internal barriers, making it easier for Canadians to buy and sell domestically.

Even with these encouraging signals, some uncertainty will shape the year ahead.

Greg Albo, associate professor in the Department of Political Science, LA&PS, suggests that economic unpredictability will continue to be fuelled by shifting global geopolitical tensions and changing trade dynamics – much like in 2025.

“It’s hard to suggest that this year will be any calmer than last year,” he says.

Renewed political and trade friction between the United States and the European Union has already surfaced in 2026, as well as volatility linked to instability in Venezuela and its effects on global energy markets. Albo says developments like these are leading to “international institutions predicting slower economic growth that’s lower than the last couple years,” with Canada’s GDP growth projected to remain in the low to mid single digits.

To maintain financial resilience, Canadians should prepare for the potential of ongoing inflation and the rising cost of living – especially for day-to-day staples. “Core goods have been running higher inflation than other items,” Albo says, noting this trend is expected to influence prices on essentials like food, transportation and education throughout the year.

That inflation will partly be driven by the impacts of last year’s tariffs, and survey data from Statistics Canada shows that many exporters and importers expect tariff-related cost pressures and higher selling prices in 2026.

According to Albo, Richards and Henriques, there are ways to navigate the unpredictable landscape ahead.

While it may be almost cliché, says Albo, careful financial planning and decision-making will be required. “Be a little bit more cautious on overall spending because of the general uncertainty – particularly if you’re personally leveraged,” he says.

In some cases, holding back altogether may be called for. Although the stock market has demonstrated positive momentum, Henriques suggests that for some, it may be best to wait to invest. “Holding cash or low-risk assets provides liquidity, optionality and psychological stability,” she says. “While it may limit upside, it also reduces downside risk during uncertain periods. For many households, that trade-off is rational, not fear-based.”

Preserving liquidity can also help bolster a suggestion from Richards: maintaining an emergency fund for unexpected costs or risks.

“If Canadians have that emergency fund, that bit of money set aside specifically for situations of sudden or urgent need, they can build financial resilience,” he says.

Richards also stresses the importance of understanding one’s financial situation and daily purchasing habits. “Really understanding how much everything costs, how much you’ve got coming in, how much you’ve got going out – that daily budgeting tool is a key part of financial resilience,” he says.

And, Canadians are adopting these measures, Richards says, noting that 2025 saw an increase of Canadians seeking fee-for-service financial planners.

“People are realizing that financial advice is not just about what investment/product you are recommended, but more about how you apply strategies and organize your finances,” he says.

Financial planners can offer expertise and professional guidance for reviewing budgets, tracking expenses and developing strategies for handling rising costs and uncertainty.

Lastly, Henriques suggests that if Canadians do have to spend money, they should consider spending their dollars at home. She urges households to explore purchasing possibilities across the country.

“When Canadians explore new domestic businesses, local services or emerging sectors, their spending supports innovation and competition which improves quality and value; helps new ventures scale creating jobs and alternatives to larger firms; and keeps economic momentum thereby preventing a slowdown driven purely by caution,” she says.

Though challenges, uncertainty and caution may be ahead, it does not mean Canadians need to feel hopeless. “When presented with a problem, if enough focus and attention is given to it, a solution will emerge,” says Richards.

For Henriques that solution lies, in part, in a slight – but positive – rethinking of what the story of 2026 will be for most Canadians.

“In the end, Canada’s economic story right now isn’t about rapid growth but about resilience, smarter choices and positioning households and businesses to emerge stronger once uncertainty fades,” she says.

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An expert in economics and international business, Wolf spent more than 50 years serving the University in many capacities.

Before joining York in 1968, Wolf spent his early years in New York City and earned an undergraduate degree from Queens College and completed his MA and PhD in economics at Yale University.

Over his 57 years at �첥��Ƶ, Wolf played a central role both at Glendon College, where he was first appointed, and at Schulich, where he transitioned to in 1988.

His efforts to deepen Schulich’s global outlook is described by Dean Emeritus �ٱ��������ǰ���á�ٳ� as one of the key drivers and architects of globalization at the school.

Known as an expert in international trade, global supply chains and the rapid transformation of manufacturing industries – with a focus on the automotive sector – Wolf was widely respected for his research and scholarship.

Wolf was a trusted public commentator on international economics, often called upon by Canadian and global media to explain trade policy, industrial issues and shifts in the world economy. Within academic circles, he helped lead major research efforts on global competitiveness and manufacturing and held senior roles in several international scholarly organizations.

During his time at York, he taught across the undergraduate, MBA and graduate levels. He also served in several key leadership roles, including director of the International MBA program and director of the International Business specializations.

Wolf’s contributions were recognized through multiple honours, including the York International Award for Outstanding Contribution to Internationalization of Student Experience and �첥��Ƶ’s Merit Award.

“Above all, Bernie will be remembered as a wonderful colleague and as an individual who cared deeply about students, scholarship and the Schulich community,” says Schulich Dean Detlev Zwick.

Wolf’s legacy will continue at York through the Bernard M. Wolf Prize of Excellence in the Certificate in International Management, awarded annually to a graduating student who achieves the highest academic standing in the program.

Those wishing to honour his memory may do so with a of this prize.

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The holiday season, with its flurry of shopping and gift giving, can be a challenge for Canadians who want to support local products and merchants. Associate Professor Ela Veresiu, an expert in consumer behaviour, and Professor Markus Giesler, who studies branding and marketplace dynamics, shared their insights with YFile on how to navigate the season with a Canada-first mindset.

Know your Canadian retailers

Earlier this year, the prevalence of the "buy Canadian" movement made it easier for shoppers to know which retailers qualify. As the holiday season approaches, Veresiu notes it can be helpful for shoppers to refresh that knowledge and “really familiarize themselves with Canadian chain stores,” she says. Larger chains like Roots, Indigo, Canadian Tire and Sport Chek can meet a variety of needs, while awareness of local options may encourage shoppers to consider stores like Giant Tiger instead of Walmart, or Well.ca instead of Amazon.

Giesler notes that when shopping at Canadian companies, however, product provenance can be complicated. “Even items with Canadian branding, like Joe Fresh, may be partially imported or manufactured abroad,” he says. He suggests that checking packaging and vendor information can help shoppers understand which products are truly Canadian, whether buying from local stores or online marketplaces such as Amazon, Etsy, or eBay.

Discover neighbourhood gems

Beyond familiar chain stores, there’s another way to support Canadian businesses: exploring independent and local retailers can offer unique products while strengthening community connections. Veresiu encourages shoppers to consider independent neighbourhood shops, noting, “Shopping at smaller, local businesses creates a personalized gifting experience while supporting your community.”

Giesler believes that after identifying small Canadian stores, shoppers can take it a step further by sharing their discoveries. “There are so many amazing Canadian mom-and-pop entrepreneurial ventures that are worth supporting,” he says. “Recommend them to others. Be a megaphone.”

Try 'Thriftmas' this holiday

One recommendation Veresiu shares is taking part in “Thriftmas,” a trend that has grown in popularity among seasonal shoppers. “It’s a movement where you buy second-hand items for the holidays rather than buying brand new,” she says. Consumers can find items such as toys, books, home decor and clothing at community thrift stores or online platforms like Facebook Marketplace. “You still get the experience of buying and giving gifts,” she says. “And it’s patriotic buying because the goods come from Canadians in your local neighbourhood.” She also notes that buying used is more ecologically friendly and can save money.

For those seeking guidance on how to participate, Veresiu points to a growing number of Canadian social media accounts – like and – that curate thrifted holiday bundles and share tips, making it easier to explore high-quality second-hand options.

Give experiences, not things

Beyond physical goods, gifting experiences offers a way to celebrate the season while supporting local businesses and Canadian creativity. “For example, you could gift a spa day, an axe throwing session or a meal at a restaurant,” Veresiu says. “It’s a nice way to spend time with your loved ones and give experiences rather than physical goods during the holiday season.”

That gifting experiences also enables Canadians to connect with and appreciate the richness of their communities, notes Giesler. “We are very fortunate here to live in a vibrant community of experiential opportunities, many of which have their roots in entrepreneurial ventures that are truly Canadian,” he says. Choosing local experiences helps shoppers support Canadian businesses and discover what makes their region unique.

Shop with heart and mind

Giesler encourages Canadians to remember that holiday shopping doesn’t have to be a source of stress. It's important to recognize the limits of what one individual can do when trying to shop patriotically. “The holidays are a time of respite and reflection,” he says. “It’s not always about spending – it’s about being mindful of how good we have it, the opportunities around us and what truly matters to us and our loved ones.”

He adds that supporting Canadian businesses can also take many forms beyond purchases, from celebrating national symbols and shared values to recognizing the creativity and innovation found across Canadian brands. “Sometimes it’s not a matter of the wallet; sometimes it’s a matter of the heart,” Giesler notes.

This season, he advises shoppers to balance their intentions with realism, focusing on meaningful actions – whether a thoughtful gift, an experience, or simply appreciating what Canada has to offer.

The post A guide to buying Canadian this holiday season: York experts unwrap five tips appeared first on YFile.

Together Mission is organized by Schulich, Startup India (an initiative of the Government of India), the Consulate General of India in Toronto and EKonnect, an Indian non-profit that advances sustainable entrepreneurship. The results of the pitch competition mark the end of the month-long, sixth edition of the Indo–Canada program, which brings those partners together to support student entrepreneurs in India while Schulich MBA students serve as venture advisors and are guided by mentors and world-class instructors.

Three ventures were recognized for their innovative solutions and were announced as part of the virtual Global Championship Pitch Finale, which featured remarks from Rhonda Lenton, York president and vice-chancellor; Detlev Zwick, dean of the Schulich School of Business; Dinesh K. Patnaik, Indian high commissioner to Canada; and Christopher Cooter, Canadian high commissioner to India, among others.

The clean-energy innovator MEINE Electric took first place, receiving $10,000 for its metal-air fuel cell technology supporting energy storage. Future Farming India, an agri-tech platform helping smallholder farmers access financing, advisory support and markets, earned second place and a $5,000 prize. The carbon-capture initiative TraceXero placed third, receiving $1,000 for its large-scale CO₂ removal solution.

“Each of these ventures showcases how creative solutions can tackle global challenges while generating measurable social and environmental benefits,” said Shray Kumar Bhatnagar, entrepreneur strategist with Schulich Startups at the Office of Innovation and Entrepreneurship. “Through the Together Mission, our students assist startup founders in refining strategies and scaling operations, highlighting the value of collaboration across borders.”

Beyond the winning ventures, the program gives students hands-on experience mentoring emerging founders. Acting as venture advisors, they help strengthen business models, refine strategies and prepare investor-ready pitches, all while navigating cross-cultural collaboration. Their guidance supports projects addressing urgent issues such as climate, food security and clean energy – all areas York emphasizes institutionally – and provides exposure to international startup networks and the practical steps of launching a venture.

“The Together Mission gives our students a chance to see how global ventures are built from the ground up,” said Chris Carder, executive director of the Office of Innovation and Entrepreneurship, who created the program. “They gain insight into international markets, develop leadership skills and build networks that will shape their careers long after the program ends. That’s why I started the program – to give students hands-on experience that will guide them throughout their careers.”

Since Carder helped launch the program, it has supported more than 1,000 founders from India and 300 Schulich students, guided by over 100 mentors and trained by more than 20 global experts. Students also prepare for the program by training with Schulich instructor Vanessa Rementilla through the course ENTR 6500 - The Together Mission.

The initiative has invested over $200,000 in cash prizes to support early-stage ventures addressing social and environmental challenges. Past winners include a climate-tech startup improving indoor air quality through direct-air carbon capture, a company producing electric semi-automated power tillers for low-income farmers in India and a venture using satellite-based radar analytics to tackle water scarcity.

By combining mentorship, international collaboration and practical experience, the program demonstrates how Schulich students gain skills while helping shape the next generation of socially driven entrepreneurs. The initiative also reflects York’s commitment to global partnerships, innovation and applied education that equips students to make meaningful contributions internationally.

“Together Mission is a truly unique collaboration, bringing together the energy of India’s emerging entrepreneurs with the expertise and global networks of �첥��Ƶ and our partners,” Lenton said in her remarks during the virtual event announcing winners. “This initiative has grown into a platform for young people to engage with some of the most pressing challenges of our time.”

For more information about the Together Mission program, visit .

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