Recent polls among Canadians reveal a ‘fragile’ level of workplace wellness, rising personal financial stress, and falling trust in companies, both among employees and consumers.
In light of this data, panelists at a recent C-Suite webinar , ‘Building Business Leadership: Data, Meaning and Wellness,’ discussed how leaders should pay close attention to their work cultures, and day-to-day actions, if they hope to build and retain productive workforces, meet customer expectations, and achieve sustainable financial performance.
They further described how women entrepreneurs, executives and investors often have the distinct leadership skillsets to do just that, embedding wellness, support and humanity into companies’ values, priorities and performance.
Connecting wellness and business results
“With so much uncertainty around us, today we are building bridges between these urgent topics, with the help of data, and leaders in the field, to bring clarity and ideas to our customers,” explains Ana Marinescu, event moderator, and program lead for The Scotiabank Women Initiative program in Quebec. The Scotiabank Women Initiative is a global program that empowers women to increase their economic and professional opportunities through knowledge-sharing, networking and development opportunities. In this insightful discussion, Ana was joined by Caroline Roy, Vice President and Partner with Leger market research and Catherine Parent, Managing Director, with Roynat Capital, a Scotiabank subsidiary that provides capital solutions to mid-size companies.
Caroline started off by, highlighting the most recent data regarding workplace happiness or ‘wellness’, which she noted is, “becoming a strategic lever for management to drive sustainable business performance and employee retention.”
Leger worldwide polling shows Canada ranks a middling 18th on the global happiness index. Half of Canadians say their happiness was stable over the past year, but 28% indicate a decrease. “Canada has a fairly stable but fragile score, but with one in four Canadians saying their happiness has fallen, this has an impact on business,” explains Caroline. “It tells leaders that there is fatigue, economic uncertainty and mental overload.”
With other research indicating that employees say positive workplace relationships are essential to building employer loyalty – and that women place greater importance on the quality of human relationships, recognition and the meaningfulness of work – Caroline observes that, “You don’t leave a company, you leave a work climate. So, leaders must make a commitment to create the conditions for it to be pleasant at work.”
Linking financial stress and employee performance
These insights are becoming top of mind for corporate directors and investors, points out co-panelist, Roynat’s Catherine Parent. “There is a link between employee wellness and organizational success,” say Catherine, whose investment teams review work culture, HR programs, employee health, and turnover rates, when they perform due diligence on target companies. “Wellbeing at work is essential for the individual, but also for the sustainability and performance of companies, since it reduces absenteeism and increases talent retention.”
Caroline and Catherine add that the investment community is also attuned to recent data relating to workforce sentiment regarding financial stress, uncertainty and economic vulnerability.
“Leaders are today recognizing that employee ‘financial stress’ can directly impact business performance,” says Caroline. “Now, we see that four in 10 Canadians doubt their financial stability, employees under financial pressure are twice as likely to have poor overall health, and half of them say their job performance suffers. As a business or team leader, you have to listen to this.”
“The other side of this,” adds Catherine, “is how women are taking more control of their financial wellbeing, by setting clear strategies, adopting a longer-term vision, and incorporating social values into their investment choices. Women have a very different approach to financial leadership, and we have everything to gain by nurturing more female investors and helping them grow these strengths .”
To do so, Catherine suggests that business leaders increase supports and resources to their workforces, so both men and women can increase their financial literacy, improve their personal finances, plan for retirement, and reduce financial stress.
Humanity and Consistency: The New Currency of Trust
The panelists also spotlighted polling data that reveal the growing importance of ‘humanity’, ‘trust’ and ‘cohesion’ to Canadians, and their expectations of the companies they choose to deal with.
“Humanity used to be considered an abstract value for companies, but now it’s gaining prominence among employees, customers and various stakeholders, especially among they younger generations,” says Caroline. She defines ‘humanity’ as the sensitivity or compassion one feels for others and the desire to play a role in community well-being.
The results of the Humanity Index reveal a striking discrepancy: Canadians give themselves a high score for their individual humanity (75.1/100), but rate that of society much more harshly (59.1/100). This gap between “I” and “we” reflects a breakdown of trust in institutions, organizations, and their leaders.
“Our research shows the gap between ‘the I and the We,’ meaning that Canadians believe they have high personal humanity, but they doubt the collective humanity of institutions , companies and society,” says Caroline.
In terms of the workplace, she explains that, “There appears to be an erosion in the quality of working relationships, and low levels of trust. For example, the 2025 Edelman Trust Barometer reports that only 63% of employees worldwide trust their leaders. So, if you are a leader, you should know that in your company, one in three people do not trust you.”
The panelists suggest that the answer to this ‘crisis of trust’ might be found in the results of Canada’s Most Admired Companies surveys. Each year, the top-performing companies are those perceived to possess humanity and cohesion in their actions. “People are no longer just looking to consume – they want to understand, feel and trust – and so companies that can meet these expectations consistently will gain influence and lasting credibility among their stakeholders,” says
Caroline. She adds that for leaders, including women, it will be important to apply their strengths in empathy, communication, teamwork, and collaboration.
These capabilities are also gaining urgency, since Catherine notes how investors are increasingly scrutinizing companies in terms of their stated vision and values, leadership behaviour, and linkages between a company’s humanity and its brand reputation.
“Today we expect companies to put these things in writing, including the positions they take on key social issues, and measure their performance. It’s important for organizations to offer transparency, clear communication, and consistent follow-ups, to ensure everything is going in the right direction,” concludes Catherine. “It can take time for a company to get there, but with the help of data, the effort of leadership, the board and advisory committees, and real action, you can become a cohesive organization that meets the expectations of employees and each of your stakeholders.”
The message is clear and supported by substantial data: Happiness is a serious management indicator, financial stress is a business issue, and humanity and consistency are at the heart of trust .
Léger Happiness Index 2025, Léger Marketing, Canada
Léger Financial Compass 2025, Léger Marketing
Humanity Index 2024-2025, Léger and Pierre Côté
Edelman Trust Barometer 2025
Léger Reputation Studies – Canada’s Most Admired Companies
