Greater Toronto's Top Employers (2026) Magazine - Magazine - Page 30
30
( 2026)
SPONSOR CONTENT
Care is the secret ingredient to Campbell’s success
W
hen Katie
D’Arolfi
transitioned
to sales at
Campbell
Company of Canada, she was
frustrated with herself, worried she
wasn’t learning quickly enough.
Her fears were vanquished
through the support of her manager, who told her that learning
takes time — and at the end of the
day, the soup and crackers will still
be delicious. “I was reassured that
even if I did stumble, we would
find a way to move forward,” says
the associate revenue growth
manager.
Those words of wisdom have
guided D’Arolfi throughout her career, but their meaning represents
a broader culture of employee
strength, support and growth.
There’s an element to
our culture that has
held true the entire
time I’ve been here,
which is this culture of
care.
— Sarah Broomfield
Vice-President, Marketing
“Leadership is invested in making sure people are in roles that
suit their career aspirations,” she
says. “They don’t mind if people try
things out.”
Cultivating a safe space for
staff to explore is a key ingredient
in the recipe for the iconic food
company’s culture and success,
because Campbell’s believes
Campbell Company of Canada offers employees a hybrid working model, as well as benefits and initiatives
focused on well-being.
commercial experiences make for
better leaders.
Headquartered in Mississauga,
Campbell’s Canada has been
serving up Canadian favourites
including soups, broths and more
since 1930.
“Our culture is powerful and
unique, and I believe it gives us a
distinct competitive advantage,”
says president Mackenzie Davison.
“We embrace our values of creativity, collaboration, competitiveness,
care and character to create an
environment where colleagues feel
empowered to succeed and bring
their full selves to work.”
The buzz of creative energy was
in the air since day one — along
with the mouth-watering scent of
new recipes — for vice-president of
marketing Sarah Broomfield.
“There’s an element to our
culture that has held true the entire
time I’ve been here, which is this
culture of care,” she says.
Collaboration across teams
fosters a level of inclusivity
Broomfield has yet to experience
elsewhere during her 18 years of
experience in consumer-packaged
goods.
Building a people-focused
culture that also drives success
boils down to a few factors,
including a focus on wellness (with
three wellness days), four weeks
of vacation, an on-site gym and
a hybrid working model where
employees work from home
Mondays and Fridays with the
other days in office.
“You know that everyone will be
there, and you feel the energy that
comes from in-person connection,”
says Broomfield.
Employee resource groups
(ERGs) also play a part in community and inclusivity through initiatives to give back internally and
externally, team-building events
and networking opportunities.
D’Arolfi, who co-leads the Bridge
ERG, a group connecting staff
across generations, started the
Holiday Cards for Seniors program
for a long-term care facility nearby.
“We wanted to spread a little bit of
cheer,” she says.
This year, she and her co-lead
received an employee recognition
award for their work. “We consider
how to connect people, enjoy the
differences of our generations, but
also celebrate the similarities,” says
D’Arolfi.
