Business

CALGARY – Alberta and Ontario have proposed the construction of a 3,300-kilometer pipeline to transport crude oil directly from Western Canada to refineries in southern Ontario, aiming to reduce reliance on United States transit infrastructure.

The “Northern Shield Energy Corridor” is designed to increase the volume of domestic crude moving eastward, potentially mitigating the price discounts typically applied to Western Canadian Select (WCS) when pipeline capacity is constrained. By establishing a direct interprovincial link, the project seeks to stabilize supply chains for Ontario’s industrial heartland and insulate producers and refiners from cross-border bottlenecks and policy disputes.

Project Specifications and Route

The proposed corridor would originate at the Hardisty hub in Alberta-a critical junction for Western Canadian oil-and extend through Saskatchewan and Manitoba before terminating in Sarnia, Ontario. The line would broadly parallel existing energy and transportation infrastructure but is being pitched as a dedicated backbone for domestic crude shipments.

The planned capacity and scale of the project include:

• Initial capacity: 500,000 barrels per day.
• Potential expansion: Up to 800,000 barrels per day.
• Total distance: 3,300 kilometers.
• Primary terminus: Sarnia, Ontario.

The route is intended to service Ontario’s refining capacity, which is concentrated in Sarnia-a major petrochemical hub-and Nanticoke, and to provide an alternative to routes that currently dip into the U.S. Midwest before returning to Canada.

Financial Framework and Governance

The project is currently in the feasibility stage. The Ontario government has invested $11 million into a study to determine total capital expenditures, financing options and a viable construction timeline. The results of this study are expected by the end of 2026 and will inform whether the project proceeds to detailed engineering and regulatory filing.

Premier Doug Ford indicated that the Ontario government is considering a public ownership model to accelerate the project, positioning it alongside other provincially backed energy and transit assets rather than relying solely on private-sector proponents.

“We need to take action now to protect Canadian jobs and Canadian families. We need to move quicker, faster, immediate. That is why I’m thrilled to be here today making progress on our agreement from last year as we unveil the route for the Northern Shield Energy Corridor,” said Ford.

On July 5, 2026, Ford met with Dawn Farrell of the federal government’s Major Projects Office to discuss the regulatory requirements and federal coordination necessary for an interprovincial project of this scale. Any pipeline that crosses provincial boundaries falls under federal jurisdiction, meaning the proponents will ultimately need approval from the Canada Energy Regulator under the Canadian Energy Regulator Act, as well as a federal impact assessment if it is deemed likely to cause significant environmental effects.

Interprovincial and Indigenous Relations

The project faces a significant jurisdictional and political hurdle in Manitoba. Premier Wab Kinew has declined to join the initiative at this stage, citing the absence of Indigenous groups during the initial planning phases. Kinew stated that Manitoba will only support large-scale infrastructure projects that establish Indigenous partnerships at the onset rather than through subsequent consultation, framing early equity and governance participation as a non-negotiable condition.

That stance adds another layer of complexity to an approval path that already runs through multiple provincial governments, federal regulators and Indigenous rights holders whose land claims and treaty rights intersect the proposed route.

Ford expressed confidence that a resolution could be reached, noting his support for extending pipeline infrastructure toward Churchill, a northern Manitoba port that has long been discussed as a potential export outlet. Alberta officials have also emphasized that the corridor concept is still flexible and could incorporate Indigenous-led ownership structures if negotiations advance.

Market Context and Strategic Diversification

Ontario currently sources a significant portion of its crude from Western Canada, but the majority of this volume travels via pipelines that cross the U.S. border before looping back into central Canada. That configuration leaves domestic supply partly exposed to American permitting decisions and trade disputes, a vulnerability that became more visible during past controversies over cross-border lines such as Line 5.

Data from the Canada Energy Regulator shows that imports from outside Canada accounted for approximately 15 percent of total crude oil consumed by Ontario refineries between 2020 and 2023, largely seaborne deliveries to refineries on the Great Lakes and St. Lawrence. A direct west-east pipeline could reduce that import share over time while securing a long-term outlet for Alberta heavy crude.

Premier Danielle Smith noted that the corridor could eventually facilitate the export of Alberta oil to European markets, diversifying the province’s customer base beyond North American refineries. Proponents argue that tying Alberta’s landlocked resources more tightly into Ontario’s refining and marine export system would strengthen Canada’s bargaining position with buyers and reduce the deep discounts sometimes applied to WCS when export capacity is tight.

This announcement follows a separate strategic move by Alberta in June 2026 to propose a pipeline to the southwest coast of British Columbia. That project is being developed in partnership with the federally owned Trans Mountain Corp. and Pembina Pipeline Corp., underscoring Alberta’s broader effort to secure multiple tidewater options and reduce dependence on any single corridor.

The project currently awaits the completion of the feasibility study to determine the final cost, investment structure and whether it will advance into the formal federal review process.

DUBLIN – Ireland’s Deposit Return Scheme (DRS) has surpassed 3 billion returned bottles and cans since its 2024 launch, though the operational success is being shadowed by a growing financial crisis among small-scale retailers.

The scheme, managed by the industry-led not-for-profit Re-turn, currently reports a recycling rate of 78% to 79%, positioning the operator to reach its 90% target by 2029. While the system has successfully diverted an estimated 800 million additional containers from landfills annually, the economic burden of the infrastructure is creating friction across the supply chain.

This tension highlights a broader systemic challenge in implementing the EU Single-Use Plastics Directive, which requires member states to achieve a 90% separate collection rate for plastic beverage bottles by 2029. The Irish model is now a live test of whether that objective of high‑grade material recovery can be met without overloading the retail sector with capital and operating costs.

Operational Scaling and Revenue Streams

The scheme reached a peak of 5.8 million returns on June 27, 2026, significantly exceeding the monthly daily average of fewer than 5 million, underscoring how quickly consumer participation has ramped up. Re-turn generates revenue through three primary channels: producer fees levied on beverage companies, the sale of high-quality recyclate material, and unredeemed deposits from containers that are never brought back.

In 2024, unredeemed deposits totaled €66.7 million. Re-turn states these funds, along with other income, are reinvested into logistics, consumer education campaigns, retailer handling fees, and processing costs, arguing that this cross-subsidisation is essential to keep the system financially self-sustaining rather than reliant on the Exchequer.

Corporate governance of the operator has faced scrutiny following reports from October 2025 that five senior managers received a combined €1.1 million in pay for 2024. Total employee costs for the organization, which employs an average of 46 staff, stood at €4 million for the year. Lawmakers on the Oireachtas climate committee are expected to probe whether that cost base is appropriate for a not‑for‑profit entity whose operating model ultimately depends on consumer deposits and producer levies mandated under Ireland’s Circular Economy Act.

Retailer Capital Expenditure and Margin Pressure

The Convenience Stores and Newsagents Association (CSNA) reports that the DRS is becoming a net loss for small retailers, particularly as initial government-backed grants expire and higher volumes push up labour demands.

Current grants of up to €4,000 per year for three years-available to businesses collecting fewer than 250,000 units-are set to run out next year. For many village shops, the cost of maintaining reverse vending machines now outweighs the per-unit handling fee, squeezing already thin convenience-store margins and, in some cases, forcing owners to reconfigure floor space away from revenue-generating retail activity.

The following table outlines the estimated financial burden for a typical small retailer:

CSNA President Sara Orme noted that the handling fee of 2.2 cents per unit is based on European norms but does not account for higher Irish labour and electricity costs or the additional insurance and space requirements that come with installing automated return points.

“We’re really looking at now is everyone else in the return chain is getting paid fairly. But the people at the bottom, which are the retailers who are making this work in the community, are actually the ones now that are bearing the brunt of the cost of it,” said Ms. Orme.

CSNA is expected to press for a recalibration of fees and supports, arguing that without a revised cost-sharing formula, some outlets may reduce their participation or limit opening hours for returns-potentially undermining the accessibility that underpins the scheme’s high return rates.

Cross-Border Divergence and Behavioral Incentives

The financial model in the Republic of Ireland is now being compared to the upcoming system in Northern Ireland, where policymakers are designing their own approach under UK law. Exchange for Change, the UK operator, will introduce a flat 20p fee for containers between 150ml and 3 litres.

Behavioral research conducted by Exchange for Change indicates that deposits below 15p are insufficient to incentivize the 90% return rate required within three years. In contrast, the Irish system utilizes 15c and 25c deposits, creating a natural experiment on the island over what level of financial signal is needed to change consumer behaviour at scale.

Conor Horgan of Irish Business Against Litter (IBAL) suggests the 15c level may be too low to motivate consumers, noting a slight increase in litter over recent months. He indicated that while an increase in the deposit would drive change, it would likely face public resistance from households already grappling with higher living costs.

The scheme has also introduced unforeseen municipal costs. Dublin City Council reported spending €500,000 last year to clean up after individuals and organized gangs scavenging bottles and cans from public bins, prompting concerns among councillors that some of the environmental gains are being offset by new pressures on local-authority budgets and public-space management.

Infrastructure and the Circular Economy

A dispute has emerged regarding the quality of materials recovered via the DRS versus traditional mixed recycling. Re-turn CEO Ciaran Foley claimed that materials in household bins are “downcycled” and inferior, framing the DRS as essential infrastructure for a higher-value circular economy in plastics and metals.

However, the Irish Waste Management Association (IWMA) has countered this, stating that bottles are recycled into bottles and cans into cans regardless of the collection method, provided that sorting and processing standards are met. Despite this, the IWMA supports the DRS and has proposed a Digital DRS using QR codes to increase convenience and expand the system to items like shampoo bottles. The government has rejected this proposal for now, citing the lack of a nationwide rollout in any other country and the risk of overcomplicating a system that is still bedding in.

Currently, the Shabra Group in County Monaghan remains the only closed-loop plastic reprocessing and manufacturing company in Ireland. Because Re-turn currently exports its collected materials for reprocessing, the operator has stated its long-term goal is to support the development of the first on-island PET processing plant, a move that would align the scheme more closely with domestic industrial policy and green jobs targets.

The Joint Oireachtas Committee on Climate, Environment and Energy is scheduled to meet with Re-turn CEO Ciaran Foley on Wednesday, with CSNA appearing as a witness to present their case for financial restructuring. The session will test whether legislators are prepared to adjust the balance between environmental ambition and commercial viability-and may determine if Ireland’s DRS becomes a template for other EU states or a warning about the cost of getting that balance wrong.

LONDON – A shift in consumer preference toward savory beverage profiles is driving a new commercial trend in the UK hospitality sector as the region faces significant heatwaves in July 2026.

The emergence of salt-integrated drinks represents a strategic pivot away from sugar-heavy refreshments, aligning with a broader market move toward functional hydration and the “premiumization” of basic pantry commodities.

This trend is part of a wider economic pattern where consumers, facing prolonged economic uncertainty, substitute large luxury expenditures for “attainable luxuries”-high-end versions of everyday staples.

The Shift Toward Savory Hydration

Hospitality venues in London are increasingly incorporating salt to modify taste perception and enhance the appeal of non-alcoholic offerings, as operators race to keep menus relevant during hotter summers and tighter household budgets. At Jikoni in Marylebone, the menu features a lime and black salt beverage inspired by the Indian nimbu pani, positioned as a heatwave-friendly refresher rather than a sugary soft drink.

Jade Harman, head of drinks at Jikoni, notes that salt is effective “because it lessens your perception of bitterness in the drink and improves hydration”. While such claims stop short of formal health messaging, they sit comfortably within the UK’s “no added sugar” and reduced-sugar positioning that beverage operators have leaned into since the introduction of the UK Soft Drinks Industry Levy, administered by HM Revenue & Customs.

In east London, the establishment Vesper is utilizing non-alcoholic spirits, specifically Pentire, which is distilled from coastal botanicals and Cornish sea salt, to create sophisticated, alcohol-free alternatives to gin and tonics. For operators, these drinks deliver cocktail-level price points without the regulatory constraints and duty costs that accompany higher-strength alcohol.

Cameron Malik-Flynn, co-founder of the food and beverage agency Malik Acid World, attributes the rise of salty profiles to a consumer rejection of synthetic additives.

“Savoury flavours are big right now. People want freshness. They are becoming more aware of and moving away from drinks made from pre-packaged syrups and terrible modifiers filled with E-numbers,” Malik-Flynn said.

He further noted that “salt within a drink really pulls through the flavour of the other ingredients,” adding that it “makes a drink feel more adult and considered.” For bar managers, that “adult” positioning is increasingly important as non-alcoholic menus are scrutinised alongside cocktail lists rather than relegated to a short soft-drinks section.

The Commodity-to-Luxury Transition

The beverage trend coincides with the commercial evolution of salt from a bulk commodity to a designer product that carries its own origin story and price ladder. This trajectory mirrors the premiumization of other pantry goods, such as extra-virgin olive oil and high-end tinned seafood, which have migrated from supermarket shelves into the storytelling core of restaurant and bar menus.

The market is seeing a transition from generic pouring salts to origin-specific, artisanal products that allow venues to differentiate both drinks and dishes:

• Dorset Sea Salt Company: Hand-harvested from the Jurassic Coast, with blends designed to focus on flavor construction over simple salinity and used as a finishing flourish on cocktails and snacks.
• Halen Môn: Based on the island of Anglesey, producing charcoal and vanilla variants packaged in ceramic jars that double as back-bar design objects.
• Goat Rodeo Goods: A Scottish brand utilizing colorful tin packaging for specialty salts like “salty b*tch kimchi” and “pickle tickle,” targeting visually driven, social-media-oriented bar programs.
• Apostle: A New Zealand specialist producing red wine and plum herb salts, positioned as a cross-over between seasoning and garnish for both food and drink.

The cultural visibility of these products has extended into media, with Maldon sea salt flakes appearing in the product placement list for The Devil Wears Prada 2, underscoring how a once-generic ingredient has become shorthand for a certain kind of lifestyle-led consumption.

Caleb Tennant of the Dorset Sea Salt Company describes the value proposition as “the difference between simply making food salty and actually building flavour.” For hospitality groups, this shift allows them to justify higher price points and maintain margins without appearing to cut portion sizes or quality.

“Premium salts certainly follow the trajectory of elevated pantry goods, which we’ve seen with olive oil, tinned fish and tinned beans,” says Lisa Harris, co-founder of the food consultancy Harris and Hayes. “In times of economic uncertainty, a pinch or a drizzle of something special feels like an achievable everyday indulgence.”

Technical Application, Health Optics and Market Constraints

From a product development standpoint, the application of different salt types is being used to mimic complex flavor profiles and to layer savoury depth into otherwise light, summer-focused drinks. Malik-Flynn identifies pink Himalayan salt as mimicking citrus, sea salt providing a briny effect, and lava salt offering an earthy, smoky note more typically associated with barrel-aged spirits.

However, the commercial application remains highly sensitive to dosage. Malik-Flynn cautions that “you have to be really careful with the dosage of it all otherwise it just moves into something that’s too salty.” That calibration is not only a matter of taste: with UK health authorities continuing to monitor population-level sodium intake targets, larger chains in particular are wary of creating products that could sit uncomfortably alongside public-health messaging.

The current market condition is defined by a sustained move toward “clean label” ingredients and the continued growth of the premium condiment segment. For operators navigating inflation, evolving alcohol and sugar regulation, and shifting climate patterns, salt-forward, savoury drinks offer a rare combination: a comparatively low-cost ingredient, a high perceived upgrade for consumers, and a concept that can be rolled out across menus without extensive retraining or new equipment.

VICTORIA – B.C. Ferries is undergoing a significant leadership transition following the departure of board chair Joy MacPhail, whose term was not renewed on June 25.

The exit of MacPhail, a former provincial cabinet minister and previous chair of ICBC, marks a shift in oversight for one of the largest ferry operators in the world during a period of intensive capital investment and operational strain.

The turnover at the board level occurs as the organization manages the integration of billions of dollars in new assets intended to sustain capacity amid growing ridership and systemic reliability issues, particularly on heavily travelled routes linking Vancouver Island, the Gulf Islands and the Mainland.

Board Composition and Transition

The B.C. Ferry Authority, the company’s sole voting shareholder, has appointed Cathy McLay to serve as interim chair. McLay previously held the position of vice-chair during MacPhail’s second term and is a former chief financial officer and executive vice-president of B.C. Ferries, giving her deep familiarity with the company’s capital and operating pressures.

The departure of MacPhail coincides with the exit of two other directors, Eric Denhoff and Dennis Blatchford, whose terms also expired on June 25. While directors are eligible to serve up to eight consecutive years, the Authority provided no specific reason for the decision not to extend MacPhail’s tenure, leaving questions about how closely the move is tied to ongoing performance concerns.

The chair position carries an annual retainer of $100,000, reflecting the scale of a governance role that sits at the intersection of public service delivery, transportation policy and multi‑billion‑dollar long‑term planning.

The following changes have been implemented within the board structure:

• Departures: Joy MacPhail (Chair), Eric Denhoff (Director), Dennis Blatchford (Director)
• Interim Appointment: Cathy McLay (Interim Chair)
• New Appointments: Jessica Bowering (Lawyer, Hawkins Lang and Price) and Marlene Kowalski (CPA, former CFO of Vancouver Island University)

With the addition of Bowering and Kowalski, the Authority is signalling a continued emphasis on legal, risk and financial expertise at the board table as the company navigates contract awards for new vessels, terminal upgrades and climate‑related adaptation.

Regulatory and Governance Framework

The leadership shift highlights the inherent complexity of the corporate governance model governing the province’s coastal transit. B.C. Ferries operates under a four-part structural arrangement designed to separate operational execution from financial regulation and from direct day‑to‑day political control.

Under this model, the B.C. Ferries company manages daily operations, including sailing schedules, fleet deployment and customer service. The B.C. Ferry Authority acts as the sole voting shareholder and determines the board’s composition and strategic direction, appointing directors with a mandate to balance commercial discipline with public interest obligations.

Simultaneously, the independent B.C. Ferry Commission, established under the Coastal Ferry Act, regulates capital spending and fare structures through multi‑year performance term orders, while the provincial government provides the ultimate funding mechanism via service contracts and capital contributions. This separation is intended to balance commercial viability with public service mandates, but it can also diffuse accountability when reliability falters or costs escalate.

Capital Investment and Operational Pressure

The B.C. Ferry Authority described MacPhail’s four-year tenure as transformative, noting her role in overseeing the implementation of billions of dollars in new transportation infrastructure assets, including fleet renewal, terminal modernization and early work on electrification initiatives intended to reduce emissions over the long term.

Despite these investments, the company faces sustained pressure regarding service reliability and labour relations. The B.C. Ferry and Marine Workers Union has highlighted ongoing workforce shortages, vessel maintenance backlogs and deferred investments as primary drivers of declining service quality and sailing cancellations.

“Changing directors is easy. Fixing B.C. Ferries is harder.”

Union president Eric McNeely has questioned whether the current oversight model provides sufficient transparency and value for taxpayers, citing rising fares and service instability for coastal communities that depend on ferries as an essential extension of the provincial highway system.

The union is currently calling for an independent public review of the company’s service‑delivery model to address these systemic pressures and to clarify the respective roles of the shareholder, regulator and provincial cabinet in steering the organization through its next capital and labour agreements.

Cathy McLay will lead the board until a permanent chair is appointed by the B.C. Ferry Authority, a decision that will signal how aggressively the shareholder intends to recalibrate governance and oversight at one of British Columbia’s most scrutinized public transportation institutions.