What's the Work-Life Balance Like at McCain Foods?

Share your principle for sustainable pace — and the signal that proves it works for your team?

I would say my principle for sustainable pace is simple — protect energy, not just time. It’s not about doing less, it’s about being intentional with where energy goes so people can do their job without burning out. Yes... the “B” word. Time is limited, but so is our energy. When we give all of it away, we have nothing left for ourselves and we can’t show up at our best if we’re running on empty. Creating a sustainable pace also depends on psychological safety. People need to feel safe to speak up, set boundaries and have honest,  even uncomfortable, conversations without fear of judgment or negative consequences. In practice, this means having brave conversations early and often. It looks like flagging capacity, asking for help, setting boundaries, taking breaks and supporting one another as a team. Sustainable pace isn’t just a concept; it’s something we intentionally build into our culture and how we work daily. 

And the signal that it’s working? We hold each other accountable. We look out for one another. Because if that becomes the norm, it’s a sign the pace isn’t sustainable. That’s when we step in, support each other and normalize asking for help before it is too much.

Which policy or norm makes flexible working arrangements succeed — and how do you measure its impact?

Flexible working works best when it’s grounded in trust, clarity and strong team norms. At McCain, this comes to life through a combination of flexibility options and programs, such as hybrid work for corporate employees, Flexible Fridays “Unplugged,” and health and wellness days, giving people the space to manage their time and care for what matters most, both at work and at home.

But policies alone aren’t enough. It’s leaders and managers who bring them to life. This is where strong team norms matter most, through clear priorities, open conversations and a willingness to flex in real-life moments. I experienced this firsthand when my son was unexpectedly hospitalized and I was given the flexibility to work in a way that supported my family while still contributing.

That’s when flexibility truly works: when people feel supported, can perform at their best and choose to stay and grow because of it. We see this reflected in engagement results, program uptake and, most importantly, in everyday behaviors.

When people choose to stay, grow and continue making an impact, it’s a clear signal that we’re getting it right.

Which wellness resource do people actually use — and what improvement have you seen on your team?

The wellness resources people actually use are the ones that are simple, visible and easy to access in the flow of work. At McCain, we’ve been intentional about bringing those resources closer to employees, so support is embedded into the day. We’ve created a central wellness hub connecting employees to the support they need, but what’s most encouraging is how people are using it. We’re seeing the highest engagement on our benefits page, where employees can quickly access mental health support with Telus Health and enroll in mindfulness tools like Calm Health. Our metrics also show strong usage of the wellness moments library, with teams actively downloading resources to build awareness and support one another in real time. Campaigns, like our Mental Health Awareness week in May, have accelerated this even further, helping employees not just become aware of resources, but confidently use them.

The impact has been meaningful as an organization. Since launching the program in 2021, our wellbeing index on our engagement survey has increased by six percent, benefit enrollment has grown and our wellness hub continues to see strong participation. That shift is the real indicator of success.