Historic Retail Giant Hudson’s Bay to Shut Doors Nationwide

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A little of the history with a Hudson's Bay Company display at Mars in the Waterfront District
A little of the history with a Hudson's Bay Company display at Mars in the Waterfront District

End of an Era: Hudson’s Bay Closure Triggers Canada’s Largest Job Losses Since Sears Collapse

THUNDER BAY – Business – The Hudson’s Bay Company is gasping its last breaths. Leaving behind a long history with both good and bad, Canada’s oldest company will close its doors on June 1st 2025. The Bay leaves behind some bitter memories for creditors, including Jason Thompson of Warrior Supplies in Thunder Bay. The company left Warrior Supplies holding a bill for over $55,000 that is unpaid and likely uncollectable.

It also leaves behind a long legacy across Northern Canada of colonial takeover and cultural change.

As well it leaves behind one of the largest layoffs in history.

The closure of The Bay represents the most significant wave of job losses since Sears Canada’s collapse in 2018, as Hudson’s Bay Company (HBC)—the country’s oldest retailer at 355 years—prepares to close all remaining stores by Sunday, June 1.

The company confirmed it will lay off approximately 8,347 employees, nearly 89% of its workforce, as part of a nationwide liquidation process.

More Than 9,200 Jobs Lost, With No Severance for Most

Another 899 workers will lose their jobs by mid-June, while just 120 employees will stay on temporarily to assist in winding down operations.

According to court filings, severance packages will not be offered, and several employee benefits—including pensions and post-retirement health plans for 2,000 retirees—have already been terminated.

Even long-term disability benefits for 183 individuals, including 93 active staff, are scheduled to end by June 15.

Federal Wage Earner Program May Offer Limited Relief

Displaced Hudson’s Bay employees may qualify for the federal Wage Earner Protection Program (WEPP), which offers a one-time payment of up to seven weeks’ insurable earnings. As of January 1, 2025, this benefit will cap at $8,844. HBC will apply to the court next week to confirm eligibility under the program.

Canadian Tire to Acquire Hudson’s Bay Intellectual Property

In a separate development, Canadian Tire has agreed to purchase HBC’s iconic intellectual property—including its name, logo, and trademark multicoloured stripes—for $30 million. The transaction is subject to court approval and represents one of 13 bids received for the branding.

Meanwhile, 28 store leases in Ontario, Alberta, and British Columbia will be reassigned to Central Walk, a company owned by B.C.-based mall developer Weihong Liu, pending landlord and court consent. While none of these sites are in Northwestern Ontario, the shifting of leases underscores a nationwide commercial real estate rebalancing.

The Hudson’s Bay – Sears Canada – Eaton’s Canada

For many Canadians the closure of the Hudson’s Bay store is an addition to the lost of Sear’s Canada, and Eatons Stores.

These stores were the anchors for many shopping malls across Canada, and products were in the homes of millions of Canadians.

As well these stores were major retailers in the downtown cores of our major cities.

In Thunder Bay it was years before the Eaton’s store on Red River Road and Court Street found a really vibrant new life as Goods & Co.

The collapse of Hudson’s Bay Company, Eaton’s Canada, and Sears Canada offers a cautionary tale about the shifting dynamics of Canadian retail—and serves as a vital case study for businesses, policymakers, and communities like Thunder Bay that rely heavily on anchor tenants in malls and legacy employers. Here are the key lessons to take away:

1. Failure to Adapt to Changing Consumer Behaviour

Companies were slow to pivot in response to:

  • E-commerce growth: Unlike Amazon or Walmart, they underinvested in online infrastructure and omnichannel strategies. The Bay, Sears and Eatons were generations ahead of Amazon in delivering packages to the homes of consumers. Their catalogues, including the Christmas catalogue were read endlessly by children and adults alike.

  • Consumer preferences: They failed to modernize their in-store experience or product offerings to meet evolving tastes, particularly among younger consumers. As Hudson’s Bay aged, so did its stores, and toss in the COVID-19 Pandemic and consumers shifted to Amazon. Retail trade shifted to Walmart for more discounted pricing.

Lesson: Invest early and aggressively in digital transformation, and align operations with consumer trends—especially mobile-first retail and personalized experiences.


2. Over-Reliance on Legacy Brand Power

HBC, Eaton’s, and Sears all counted on long-standing brand recognition and loyalty to carry them through market transitions. But nostalgia alone wasn’t enough to sustain relevance or revenue.

Lesson: Legacy status is not a moat—brands must continuously evolve their identity, marketing, and customer engagement strategies to stay relevant, especially with new generations.


3. Poor Real Estate Strategy and Cost Structures

Each company was burdened with:

  • Large-format, costly retail space in malls that were losing foot traffic.

  • Long-term leases that became financial liabilities in the face of shrinking in-store revenue.

Lesson: Adopt a flexible real estate footprint and embrace smaller, experience-driven, or mixed-use retail formats.


4. Leadership Missteps and Strategic Drift

Boardrooms failed to deliver decisive, visionary leadership:

  • Sears sold off valuable assets (like Craftsman and store real estate) to stay afloat, but lacked a turnaround plan.

  • HBC cycled through multiple CEOs, each with short-lived or contradictory strategies.

  • Eaton’s bet heavily on department store formats while shoppers moved to big-box and specialty retail.

Lesson: Leadership must be decisive, adaptive, and aligned with long-term digital and operational strategies—not just short-term financial patchwork.


5. Employee and Pension Vulnerabilities

All three collapses exposed weaknesses in worker protections:

  • Employees often lost severance, pensions, and benefits, especially in bankruptcy proceedings.

  • Retirees were left vulnerable after decades of service.

Lesson: Stronger corporate governance and employee protection frameworks are needed, particularly around pensions and severance. Policymakers may consider regulatory reforms to guard against this recurring pattern.


6. Missed Opportunities in Strategic Partnerships

There were missed opportunities for joint ventures, tech partnerships, or foreign investment that could have provided stability and innovation.

Lesson: Exploring alliances or shared platforms can drive scale, efficiency, and innovation faster than going it alone.


Local Implication: Thunder Bay’s Cautionary Tale

For communities like Thunder Bay, the loss of an anchor tenant like Sears at Intercity Shopping Centre underscores:

  • The importance of economic diversification beyond legacy retail.

  • The need to support small and mid-sized businesses that are more agile and locally rooted.

  • A call to modernize local malls and commercial spaces into lifestyle hubs rather than just retail destinations.

Conclusion:
The downfall of these Canadian retail icons reveals a clear roadmap of what not to do in today’s dynamic, digital-first market. Whether in Thunder Bay or Toronto, the businesses that will thrive are those that embrace innovation, adapt with speed, and prioritize both customers and employees in their evolution.

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James Murray
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