Latest news with #Gregor
Yahoo
3 days ago
- General
- Yahoo
Chief medical officer ‘anxious' about US leaving World Health Organisation
Scotland's chief medical officer has said he is 'anxious' about the US withdrawal from the World Health Organisation (WHO) and what it could mean for disease surveillance. Sir Gregor Smith said the Donald Trump administration's decision to pull out of the global health body leaves a 'gap' in how experts understand emerging diseases. Mr Trump withdrew the US from the WHO on the first day of his second term in office, claiming it had mishandled the pandemic. Sir Gregor and other officials discussed Scotland's pandemic preparedness in front of MSPs on Tuesday, including what lessons were learned from Covid-19. Conservative MSP Dr Sandesh Gulhane asked about the relationship with Washington after US health secretary Robert F Kennedy Jnr said he believes debunked medical theories of vaccines being linked to autism. Sir Gregor said the US relationship with other countries is 'perhaps not as strong as it used to be', adding: 'I think the withdrawal of the US from the WHO does create a significant gap in our surveillance systems globally. 'Not just in the United States, but actually with the funding that comes with US membership of the WHO there is a risk that global systems are undermined rather than strengthened. 'So it's certainly an area I am anxious about.' Tomorrow we'll take evidence on pandemic preparedness from @scotgov, including @DrGregorSmith, and @P_H_S_Official. We'll also take evidence on the work of @MentalWelfare. Watch live from 9.15am 📺 💻 — Health, Social Care and Sport Committee (@SP_HSCS) June 2, 2025 Sir Gregor also faced questions on Scotland's preparedness for any future pandemics or similar civil contingencies. He said the health system now has stockpiles of 12 weeks' worth of PPE, while ICU capacity and contact increased capabilities can be surged if necessary. Sir Gregor also said public health officials are keeping an eye on a new strain of coronavirus, called NB1.8.1, which is now the dominant strain in China and has also been detected in the UK. Dr Jim McMenamin of Public Health Scotland noted new developments in the field of metagenomics is improving the rapid identification and understanding of viruses.
Yahoo
4 days ago
- Business
- Yahoo
Redesigning the Bay's old stores come with challenges and opportunities
TORONTO — When Hudson's Bay began liquidating all of its stores and hunting for a potential new owner, Ruby Liu was determined not to let Canada's oldest company disappear. The B.C. mall owner made an offer for the company in hopes of restoring it to its former glory, but when Canadian Tire was chosen (court approval pending) to buy its name and trademark stripes, Liu's plan was foiled. Yet she didn't give up. Instead, she brokered a deal to take over up to 28 of the leases held by Hudson's Bay and its sister Saks businesses in Alberta, B.C. and Ontario and transform them into "a new modern department store." But making the jump from vision to reality won't be easy, even with her persistence and the billions of dollars reportedly at her fingertips. "There is a lot of research, a lot of planning, a lot of capital, a lot of logistical challenges, inventory, branding and people that need to be figured out," said Jenna Jacobson, the Eaton Chair in Retailing at Toronto Metropolitan University. Because Hudson's Bay sold off its real estate years ago, Liu's first task once the liquidation sales end Sunday will be convincing the landlords who own the massive spaces to get on board with her plan or it's unlikely a court will rubber stamp it. Several landlords have told The Canadian Press they are awaiting more details before they decide what to do about Liu, who declined to comment for this story. Don Gregor, an executive vice-president at Aurora Realty Consultants not involved with the deal, suspects their approval will be hard to win. He reasons that landlords like to be in control and usually don't want to have tenants selected for them, especially tenants who will pick up "trophy leases" with the kind of deep concessions only a business as storied as the Bay could extract. Many of those leases date back to the very inception of the malls or properties they cover and would have rent charges Gregor believes were "well-below market." He also figures they had clauses restricting what other tenants could move in and what else could be built on the site. "(Landlords) would have loved if HBC had gone bankrupt and hadn't just fallen apart totally and they just get the space back because all the restrictions that anchor tenant held in that old lease would have gone away," he said. "Now, there's going to be a negotiation, like a dance between the two parties, where they have a little bit of give and take." Liu will come to the table with plenty of business experience. She is said to have made billions through real estate developments in China before she headed to Canada. Once here, her Central Walk business bought British Columbia malls Tsawwassen Mills, Mayfair Shopping Centre and Woodgrove Centre, as well as Arbutus Ridge Golf Course. The shopping centres feature plenty of Canadian mall staples along with rarities like Bass Pro Shops, L.L. Bean and even café kiosks powered by robot baristas. Gregor thinks Liu operates "very good malls" but will need a "wonder team of lawyers" to advance a deal as significant and complex as the Bay one. One thing she'll have going for her is that landlords don't like to leave big pieces of their properties in limbo, said J.C. Williams Group retail strategist Lisa Hutcheson. "In some ways, she makes it easier for them to not have to be worrying about how they're going to fill that large square footage," she said. If they approve of Liu, they will also have someone to shoulder repairs the Bay neglected to do, Hutcheson said. A handful of its stores temporarily closed last summer because of air conditioning troubles and even more have been plagued with broken escalators for years. Gregor estimates it would cost half a million dollars to repair the HVAC system at just one of the Bay's biggest locations. Elevator fixes or replacements could take a year, he said. And that's on top of the $100 to $150 per square foot he thinks will have to be spent — at minimum — to shape the spaces. "These stores are several hundred thousand square feet, and that takes a lot to reposition," Hutcheson agreed. She pointed out La Maison Simons is spending about 18 months transforming some former Nordstrom locations in Toronto. "And that's with a fully baked concept that they're going off of," she said. Liu will have to generate a new concept that can go head-to-head with long-established department stores like Simons and Holt Renfrew and the plethora of options online. That will likely mean brokering relationships with suppliers Hutcheson believes will be "a little bit nervous" because they are still reeling from millions in losses that came from the fall of the Bay. It will also mean hiring a large workforce that will devote themselves to an untested brand and then sell it to customers. Liu has promised to give suppliers and vendors who worked with Hudson's Bay priority when selecting partners for her new venture. She has also said she will prioritize hiring from the Bay's workforce, which stood at 9,364 staff before its demise. A Sunday post on LinkedIn from Central Walk CEO Linda Qin said Liu flew into Toronto on Saturday to interview 13 former Bay employees and hire 10, including some with 30 years of experience. "But between now and when I expect (Liu's) doors will open, will be a gap, and many of them will find jobs," Hutcheson said. Despite the battery of challenges Liu will have to overcome, Jacobson said the efforts could be worth it for both her and her customers. If Liu uses the opportunity to mirror the overseas department store model with new brands, supermarkets, restaurants, salons, entertainment and other digital experiences, Jacobson thinks Liu will "usher in a new form of retail" the Canadian market sorely needs. "If you look at the Chinese department stores, they often act like more of a destination in and of themselves than what we typically see in a Canadian or North American market," Jacobson said. "It's a destination where people could spend a significant amount of time ... which is going to be needed in order to have a successful model moving forward." This report by The Canadian Press was first published June 1, 2025. Tara Deschamps, The Canadian Press Sign in to access your portfolio
Hamilton Spectator
5 days ago
- Business
- Hamilton Spectator
Redesigning the Bay's old stores come with challenges and opportunities
TORONTO - When Hudson's Bay began liquidating all of its stores and hunting for a potential new owner, Ruby Liu was determined not to let Canada's oldest company disappear. The B.C. mall owner made an offer for the company in hopes of restoring it to its former glory, but when Canadian Tire was chosen (court approval pending) to buy its name and trademark stripes, Liu's plan was foiled. Yet she didn't give up. Instead, she brokered a deal to take over up to 28 of the leases held by Hudson's Bay and its sister Saks businesses in Alberta, B.C. and Ontario and transform them into 'a new modern department store.' But making the jump from vision to reality won't be easy, even with her persistence and the billions of dollars reportedly at her fingertips. 'There is a lot of research, a lot of planning, a lot of capital, a lot of logistical challenges, inventory, branding and people that need to be figured out,' said Jenna Jacobson, the Eaton Chair in Retailing at Toronto Metropolitan University. Because Hudson's Bay sold off its real estate years ago, Liu's first task once the liquidation sales end Sunday will be convincing the landlords who own the massive spaces to get on board with her plan or it's unlikely a court will rubber stamp it. Several landlords have told The Canadian Press they are awaiting more details before they decide what to do about Liu, who declined to comment for this story. Don Gregor, an executive vice-president at Aurora Realty Consultants not involved with the deal, suspects their approval will be hard to win. He reasons that landlords like to be in control and usually don't want to have tenants selected for them, especially tenants who will pick up 'trophy leases' with the kind of deep concessions only a business as storied as the Bay could extract. Many of those leases date back to the very inception of the malls or properties they cover and would have rent charges Gregor believes were 'well-below market.' He also figures they had clauses restricting what other tenants could move in and what else could be built on the site. '(Landlords) would have loved if HBC had gone bankrupt and hadn't just fallen apart totally and they just get the space back because all the restrictions that anchor tenant held in that old lease would have gone away,' he said. 'Now, there's going to be a negotiation, like a dance between the two parties, where they have a little bit of give and take.' Liu will come to the table with plenty of business experience. She is said to have made billions through real estate developments in China before she headed to Canada. Once here, her Central Walk business bought British Columbia malls Tsawwassen Mills, Mayfair Shopping Centre and Woodgrove Centre, as well as Arbutus Ridge Golf Course. The shopping centres feature plenty of Canadian mall staples along with rarities like Bass Pro Shops, L.L. Bean and even café kiosks powered by robot baristas. Gregor thinks Liu operates 'very good malls' but will need a 'wonder team of lawyers' to advance a deal as significant and complex as the Bay one. One thing she'll have going for her is that landlords don't like to leave big pieces of their properties in limbo, said J.C. Williams Group retail strategist Lisa Hutcheson. 'In some ways, she makes it easier for them to not have to be worrying about how they're going to fill that large square footage,' she said. If they approve of Liu, they will also have someone to shoulder repairs the Bay neglected to do, Hutcheson said. A handful of its stores temporarily closed last summer because of air conditioning troubles and even more have been plagued with broken escalators for years. Gregor estimates it would cost half a million dollars to repair the HVAC system at just one of the Bay's biggest locations. Elevator fixes or replacements could take a year, he said. And that's on top of the $100 to $150 per square foot he thinks will have to be spent — at minimum — to shape the spaces. 'These stores are several hundred thousand square feet, and that takes a lot to reposition,' Hutcheson agreed. She pointed out La Maison Simons is spending about 18 months transforming some former Nordstrom locations in Toronto. 'And that's with a fully baked concept that they're going off of,' she said. Liu will have to generate a new concept that can go head-to-head with long-established department stores like Simons and Holt Renfrew and the plethora of options online. That will likely mean brokering relationships with suppliers Hutcheson believes will be 'a little bit nervous' because they are still reeling from millions in losses that came from the fall of the Bay. It will also mean hiring a large workforce that will devote themselves to an untested brand and then sell it to customers. Liu has promised to give suppliers and vendors who worked with Hudson's Bay priority when selecting partners for her new venture. She has also said she will prioritize hiring from the Bay's workforce, which stood at 9,364 staff before its demise. 'But between now and when I expect (Liu's) doors will open, will be a gap, and many of them will find jobs,' Hutcheson said. Despite the battery of challenges Liu will have to overcome, Jacobson said the efforts could be worth it for both her and her customers. If Liu uses the opportunity to mirror the overseas department store model with new brands, supermarkets, restaurants, salons, entertainment and other digital experiences, Jacobson thinks Liu will 'usher in a new form of retail' the Canadian market sorely needs. 'If you look at the Chinese department stores, they often act like more of a destination in and of themselves than what we typically see in a Canadian or North American market,' Jacobson said. 'It's a destination where people could spend a significant amount of time ... which is going to be needed in order to have a successful model moving forward.' This report by The Canadian Press was first published June 1, 2025.
Winnipeg Free Press
5 days ago
- Business
- Winnipeg Free Press
Redesigning the Bay's old stores come with challenges and opportunities
TORONTO – When Hudson's Bay began liquidating all of its stores and hunting for a potential new owner, Ruby Liu was determined not to let Canada's oldest company disappear. The B.C. mall owner made an offer for the company in hopes of restoring it to its former glory, but when Canadian Tire was chosen (court approval pending) to buy its name and trademark stripes, Liu's plan was foiled. Yet she didn't give up. Instead, she brokered a deal to take over up to 28 of the leases held by Hudson's Bay and its sister Saks businesses in Alberta, B.C. and Ontario and transform them into 'a new modern department store.' But making the jump from vision to reality won't be easy, even with her persistence and the billions of dollars reportedly at her fingertips. 'There is a lot of research, a lot of planning, a lot of capital, a lot of logistical challenges, inventory, branding and people that need to be figured out,' said Jenna Jacobson, the Eaton Chair in Retailing at Toronto Metropolitan University. Because Hudson's Bay sold off its real estate years ago, Liu's first task once the liquidation sales end Sunday will be convincing the landlords who own the massive spaces to get on board with her plan or it's unlikely a court will rubber stamp it. Several landlords have told The Canadian Press they are awaiting more details before they decide what to do about Liu, who declined to comment for this story. Don Gregor, an executive vice-president at Aurora Realty Consultants not involved with the deal, suspects their approval will be hard to win. He reasons that landlords like to be in control and usually don't want to have tenants selected for them, especially tenants who will pick up 'trophy leases' with the kind of deep concessions only a business as storied as the Bay could extract. Many of those leases date back to the very inception of the malls or properties they cover and would have rent charges Gregor believes were 'well-below market.' He also figures they had clauses restricting what other tenants could move in and what else could be built on the site. '(Landlords) would have loved if HBC had gone bankrupt and hadn't just fallen apart totally and they just get the space back because all the restrictions that anchor tenant held in that old lease would have gone away,' he said. 'Now, there's going to be a negotiation, like a dance between the two parties, where they have a little bit of give and take.' Liu will come to the table with plenty of business experience. She is said to have made billions through real estate developments in China before she headed to Canada. Once here, her Central Walk business bought British Columbia malls Tsawwassen Mills, Mayfair Shopping Centre and Woodgrove Centre, as well as Arbutus Ridge Golf Course. The shopping centres feature plenty of Canadian mall staples along with rarities like Bass Pro Shops, L.L. Bean and even café kiosks powered by robot baristas. Gregor thinks Liu operates 'very good malls' but will need a 'wonder team of lawyers' to advance a deal as significant and complex as the Bay one. One thing she'll have going for her is that landlords don't like to leave big pieces of their properties in limbo, said J.C. Williams Group retail strategist Lisa Hutcheson. 'In some ways, she makes it easier for them to not have to be worrying about how they're going to fill that large square footage,' she said. If they approve of Liu, they will also have someone to shoulder repairs the Bay neglected to do, Hutcheson said. A handful of its stores temporarily closed last summer because of air conditioning troubles and even more have been plagued with broken escalators for years. Gregor estimates it would cost half a million dollars to repair the HVAC system at just one of the Bay's biggest locations. Elevator fixes or replacements could take a year, he said. And that's on top of the $100 to $150 per square foot he thinks will have to be spent — at minimum — to shape the spaces. 'These stores are several hundred thousand square feet, and that takes a lot to reposition,' Hutcheson agreed. She pointed out La Maison Simons is spending about 18 months transforming some former Nordstrom locations in Toronto. 'And that's with a fully baked concept that they're going off of,' she said. Liu will have to generate a new concept that can go head-to-head with long-established department stores like Simons and Holt Renfrew and the plethora of options online. That will likely mean brokering relationships with suppliers Hutcheson believes will be 'a little bit nervous' because they are still reeling from millions in losses that came from the fall of the Bay. It will also mean hiring a large workforce that will devote themselves to an untested brand and then sell it to customers. Liu has promised to give suppliers and vendors who worked with Hudson's Bay priority when selecting partners for her new venture. She has also said she will prioritize hiring from the Bay's workforce, which stood at 9,364 staff before its demise. 'But between now and when I expect (Liu's) doors will open, will be a gap, and many of them will find jobs,' Hutcheson said. Monday Mornings The latest local business news and a lookahead to the coming week. Despite the battery of challenges Liu will have to overcome, Jacobson said the efforts could be worth it for both her and her customers. If Liu uses the opportunity to mirror the overseas department store model with new brands, supermarkets, restaurants, salons, entertainment and other digital experiences, Jacobson thinks Liu will 'usher in a new form of retail' the Canadian market sorely needs. 'If you look at the Chinese department stores, they often act like more of a destination in and of themselves than what we typically see in a Canadian or North American market,' Jacobson said. 'It's a destination where people could spend a significant amount of time … which is going to be needed in order to have a successful model moving forward.' This report by The Canadian Press was first published June 1, 2025.
Scotsman
27-05-2025
- Entertainment
- Scotsman
QMU talent set for stardom with coveted Spotlight Prize finalist spot
A graduating Acting & Performance student from Queen Margaret University, Edinburgh has been named a finalist in the prestigious Spotlight Prize 2025 - one of the industry's most esteemed platforms for emerging talent. Sign up to our daily newsletter – Regular news stories and round-ups from around Scotland direct to your inbox Sign up Thank you for signing up! Did you know with a Digital Subscription to The Scotsman, you can get unlimited access to the website including our premium content, as well as benefiting from fewer ads, loyalty rewards and much more. Learn More Sorry, there seem to be some issues. Please try again later. Submitting... 24-year-old Gregor Curran from Laurencekirk is one of just 20 students to be selected from more than 65 drama schools and universities across the UK and Ireland. The Spotlight Prize is widely renowned for showcasing the very best of drama school graduates - Gregor's selection is a testament to his exceptional ability and a shining reflection of the talent QMU nurtures. Advertisement Hide Ad Advertisement Hide Ad Marion Scott, Lecturer in Acting and Performance at Queen Margaret University, said: 'Over the past two years, Gregor has demonstrated exceptional commitment, collaborating with his peers to create work of outstanding quality. He is a student who perfectly embodies the spirit of QMU—intellectually curious, ambitious, creative, respectful, and genuinely supportive of others. Gregor Curran professional headshot 'When we invited professionals from the industry to help our students with audition preparation and assess both their live and digital performances, we asked them which three students stood out. Gregor consistently appeared in their top three choices, making him a clear front runner for the Spotlight Prize. Having initially stepped away from acting after his HND to pursue a career in Early Years Education, we are absolutely delighted that he had a change of heart and chose to return to acting with us at QMU.' Each year, nominated graduates for the Spotlight Prize submit a self-tape audition which is reviewed by an independent panel of experts. From this, 20 outstanding performers are selected to take part in the annual Spotlight Prize Showcase, where they will present both a screen performance (recorded in advance under the direction of Paulette Randall MBE) and a live stage performance in front of a room of casting directors, agents, producers, and other industry professionals. Gregor's nomination was announced during QMU's Acting and Performance Showcase at the end of April, where he was recognised as the University's official nominee. Gregor has now gone on to secure a place in the national final — an exceptional achievement and a testament to his dedication and talent. Advertisement Hide Ad Advertisement Hide Ad Gregor said: 'I'm very honoured to have been recognised by my lecturers and external industry guests from a class with such incredibly talented people who over the past two years, I've had the privilege of working alongside. To be a finalist and to represent QMU in London is to put it simply, pretty incredible. Right now, I'm feeling a mix of gratitude, nerves, and excitement, but I know that the training I've received at QMU, along with the support of my classmates and lecturers, will help me through. The BA (Hons) Acting and Performance course provides a real sense of family, where every effort is noticed and valued, and that's something I'll carry with me well beyond this experience.' The 2025 Spotlight Prize Showcase will take place on Wednesday 2 July in London, where awards will be presented for Best Stage and Best Screen performance. Past Spotlight Prize winners and nominees include some of the most recognisable names in the industry today, such as Ben Whishaw, Gwendoline Christie, Jodie Whittaker, and Sam Heughan. The prize, which evolved from the Rodney Millington Award, continues a rich tradition of spotlighting the UK and Ireland's brightest new talent. In 2008, another QMU graduate, Chloe Thorpe, made it to the finals of the acting competition and after wowing the judges, won the prize for best female actor and £1,500 for her performance of 'Cowboy Mouth'. Advertisement Hide Ad Advertisement Hide Ad Matt Hood, Spotlight's Managing Director, said, 'I am thrilled to welcome the finalists for the Spotlight Prize 2025. The UK and Ireland's drama training is, rightly, world renowned and selecting the finalists from this year's nominees proved challenging and exhilarating for our judges. We're looking forward to welcoming the industry to our annual showcase in July, and to adding two more names to the long list of Spotlight Prize winners.' QMU extends its heartfelt congratulations to Gregor and looks forward to supporting him as he prepares for the final stage of this incredible opportunity. A full list of finalists and further details can be found on the Spotlight Prize website.
