How Pattison Food Group is setting itself up for the future
If one were to write a playbook on how to achieve sustained success in Canada’s competitive grocery landscape, the folks at Pattison Food Group (PFG) could provide some pointers.
From humble beginnings—a single storefront in New Westminister, B.C., which opened in 1915—the company has grown into a powerhouse in Western Canada with 30,000 employees across 300 retail locations. Under the company’s umbrella are popular grocery banners such as Save-On-Foods, Buy-Low Foods, Choices Market and Quality Foods, as well as drug and specialty stores and a thriving wholesale business to boot.
When asked what’s behind PFG’s success, Jamie Nelson, the company’s new president (he took the helm from Darrell Jones on March 1) points to several factors: delivering extra value, an “always customer-first” approach, constant innovation, a strong company culture and community connection.
“Our banners are deeply rooted in their communities,” Nelson adds, “we are 100% Canadian-owned and always have been.”
As the company marks its 110 years in business, Canadian Grocer caught up with Nelson to get his take on what sets PFG apart, and the challenges and opportunities ahead for the business. This interview has been edited for clarity and length.
One hundred and ten years is an incredible milestone. What’s the key to the company’s longevity?
Since 1915, we have been providing our customers with a little extra. Our founder [R.C. Kidd] started this 110 years ago when he gave his customers 18 ounces of tea for the price of 16 and the name “Overweight-tea” stuck and became Overwaitea. Fast-forward more than a century and our company name has changed, but our commitment to delivering extra value is as strong as ever. While this commitment looks a little different in each of our grocery banners and in each community we serve, all 30,000 team members at PFG share the same dedication to giving extra. To us, extra encompasses exceptional grocery stores, competitive pricing and a strong commitment to our customers and communities, demonstrated through our support of hospitals, food banks and local growers, producers and suppliers.
Has there been a defining moment in PFG’s history that has shaped what it is today?
Over more than a century in business, our company has evolved significantly. One of the pivotal moments in our history occurred in 1968 when Jim Pattison acquired the company, injecting crucial capital that propelled us beyond the borders of British Columbia and laid the foundation of our current success.
Another milestone in our company’s history was in 1983, when then-president Clarence Heppell introduced the Save-On-Foods banner to the market. Today, Save-On-Foods is PFG’s largest and [its] signature banner, with stores as far as Winnipeg, currently. And another milestone was more recent. In 2021, we formed the Pattison Food Group, uniting all of Jimmy Pattison’s food and health companies under a single umbrella, further solidifying our position as a true competitor in the Canadian food retail market.
READ: ‘Save-On-Foods is going to be the big ship,’ Pattison Food Group exec says
PFG is one of Western Canada’s largest employers. What is the company’s approach to attracting and retaining talent?
We identify applicants who exhibit the key behaviours [that are] crucial for success in our company: exceptional customer service and a strong, team-oriented approach. PFG and all our banners have such strong cultures and these two attributes are fundamental. At every level and at every location, we hire people we believe will be a strong fit for our culture and we promote from within whenever possible. It’s our goal to provide opportunities for long, rewarding careers to those who take initiative to explore their potential.
You mention culture—how would you describe your company’s culture? What steps are taken to ensure it’s a strong one?
The unique culture we’ve grown … truly puts people at the centre. Our culture is characterized by teamwork, collaboration, innovation, community and a growth mindset. Many of our most senior leaders started their careers as clerks—our entry-level position at the store—myself and [former] president Darrell Jones included. It is also common to find team members throughout the organization who have worked here for 40, 45, 50 years. People spend their whole careers with us because there are so many avenues for them to learn, grow and develop.
READ: Pattison Food Group recognizes company leaders
Recognition is a cornerstone of our culture and has been for decades. Our Service Awards tradition goes back more than 30 years at our office and at Save-On-Foods, and each one of our banners has its own program to recognize team members who are reaching new milestones in their careers. This year alone, we will celebrate 95 team members at retail and at the office who have achieved 40 years of service with the company!
What is the company’s approach to vendor/supplier relationships?
We firmly believe our suppliers are an integral extension of our company. We recognize the importance of strong relationships with our customers, team members and the communities we serve. Our people-first culture doesn’t just mean for internal people, it extends to our supplier and vendor community, too. We are not a transactional organization and understand that relationships with our business partners are critical to our long-term, mutual success.
On March 1, you became president of PFG. What are your priorities in the months/years ahead? What is your vision for the business?
We all know the grocery business is very competitive. Our economy is challenged, our dollar is weak, and our customers are feeling the high cost of living. Our No. 1 priority is, and always has been, the customer and we need to be laser focused on ensuring that we are delivering on their needs. At the same time, we have 30,000 team members and we are responsible for ensuring they have rewarding jobs and opportunities to grow ... and we have strong plans to continue to move our company forward. We have amazing people on our team; they think outside the box. Innovation is who we are, and every day we strive to be a little bit better than the day before.
Are there expansion plans or big investments that you can talk about?
We are investing in data and technology to ensure we are doing what’s right for our consumer. We have a solid strategy and the right banner to suit any market. We have plans to expand and are always looking for opportunities to grow.
Save-On-Foods consistently ranks among B.C.’s “Most Loved Brands” and is a company that supports its communities. Can you talk about some of the most meaningful ways Save-On-Foods gives back and why this is a priority for the company?
Our stores are deeply embedded in every community we serve, prioritizing support for local growers, producers, suppliers and the entire community. We are committed to giving back, supporting everything from local youth organizations like Girl Guides and hockey teams to vital community institutions such as hospitals and schools.
READ: Save-On-Foods marks completion of $15 million donation to BC Children’s Hospital
This philanthropic spirit is deeply rooted in our owner, Jimmy Pattison, whose foundation has generously supported hospitals and schools across Western Canada. Our commitment to children’s hospitals spans more than three decades, with contributions of almost $50 million. Furthermore, through our food diversion programs, we have provided over 70 million meals to those in need since 2016. To help team members and their dependents on their academic journeys, each year we offer a variety of scholarships valued at up to $3,000. In 2024, we awarded 18 scholarships to deserving students pursuing post-secondary education. Supporting local in every way is just part of Save-OnFoods’ DNA.
As the company grows, how do you ensure the level of service that Save-On-Foods is known for is carried across all stores?
We invest in our people in terms of succession planning, training, education and sponsored university programs, but customer service is really at our core and goes beyond training. It’s a company philosophy. Our people-first culture is based on giving our customers more than they expect every day, and we live and breathe our mission of “Always Customer First.” To us, that means our internal customers—our team members— as well. Our team members are part of something bigger than their store or the transactions that happen [each] day. They are part of a longstanding Canadian company that supports our communities, providing the essential food and medicine that people need, and the kind of community support that makes us Canadian. Outstanding customer service is what this company was built on; it’s the foundation our company stands on today, and it lays the groundwork for our future growth.
How do you keep up with ever-changing consumer behaviour?
Innovation has been a part of our success since the start—no other tea seller was doing what our founder was doing way back in 1915. Our customers are very different depending on the market, and we empower our store teams to focus locally, [to] get to know their customers and support what matters most to their communities. We support our stores with learnings about our customers from our robust loyalty program, More Rewards, and are using that program to roll out personalized offers to our customers. Our teams are committed to continuously learning, growing and adapting to the unique needs of the market—whether that’s [a] big urban centre in the West like Vancouver, smaller cities in the Prairies like Yorkton, or unique markets like Whitehorse, which serves a large outlying population—or anywhere in-between.
What consumer trends are you excited about?
Consumers are smart. They know what they want and they educate themselves on what they are eating, where it comes from and how it is produced or manufactured. They want this information and we need to give it to them. We have a longstanding practice of sourcing local products whenever possible, and our strong relationships with local suppliers, growers and producers is helping us meet our customers’ needs when it comes to Canadian items in our stores.
What would you say are the opportunities ahead for the business?
The opportunities are endless! What makes this business so exciting is that there are always opportunities. Understanding the consumer and then delivering on their expectations is always our goal. Today’s customer is so diverse, and that makes our business a lot of fun. It’s our job to deliver on their needs and their different priorities—whether that’s health and wellness, authentic international offerings, fresh local products, or a seamless brand experience when they are shopping online. We’re always exploring opportunities to grow our business, and we plan to do that by delivering on our promise of “Always Customer First” service.
So far, 2025 is shaping up to be a tough year. What do you see as the big challenges ahead?
I agree, I think we are in for a tough 12 to 24 months. But, we are not going to worry about things we do not have control over. We’ll focus on what we do best: providing our customers with great quality products, great customer service and pricing, promotions and value that our customers deserve.
What do you want PFG to be known for?
We pride ourselves in looking after our customers, no matter what banner they choose. We want to be known as a company customers can trust, as a company with integrity, and as the local store that is always there to support the community
Speaking at his retirement party in January, outgoing president Darrell Jones said to you: “I have so much faith in you and your ability to run this company and make it more successful.” What do those words mean to you? Does it feel like a big responsibility leading a 110-year-old business?
I am humbled and honoured to take on this role. It is a huge responsibility that I take very seriously. We have 30,000 team members who are counting on me and the Pattison Food Group executive team to make the right decisions to ensure our continued success. I have 45 years of experience with this company and I have seen it overcome many, many challenges in my time. I have a strong vision for the journey we’re on and I’m confident in our people to get us there. If we continue to focus on our customers and our teams, we will be successful for another 110 years.
This article was first published in Canadian Grocer’s March/April 2025 issue.
