Burnout is a real phenomenon in the Food Industry, and I’ve experienced it firsthand. Having spent over two decades in food manufacturing, I’ve felt the relentless pressure to win new business, retain customers, manage staff, and keep finances healthy—a burden that never seems to fade. In 2019, the signs crept up: work started to consume everything and the pressure felt overwhelming, like my head might explode with all I had to accomplish. Business change was essential, yet I found it incredibly challenging to get everyone on the same page. Honestly, I didn’t recognise the warning signs at the time; I simply kept pushing through, acting almost robotically and shelving my feelings to achieve success at any cost.
Financially, I was at my peak—earning more than ever and proud to have reached director level by forty as a female solo parent. My story could inspire countless women in the industry, but on the inside, things felt very different. When change finally arrived in early 2020, even as I pushed back emotionally, it led to a transformation that’s made the last five years of my life immeasurably brighter.
In conversations with many others—especially women—I discovered these struggles aren’t unique. We all felt the need for change, knowing that fatigue isn’t just about feeling tired; it escalates the risk of chronic illness, sleep disruption, accidents, and psychological issues.
Prioritising wellbeing initiatives is now mission-critical—not only to support staff retention but also to discourage migration to sectors offering better margins and work-life balance. Wellbeing is more than a program; it’s a strategic investment in people and business sustainability, and a cornerstone of every ESG agenda.
Protecting break times, limiting marathon meetings which become unproductive , and recognising senior contributions—whether through awards or advisory positions, are powerful ways to build resilience and foster succession. Regular evaluations, health initiatives, and flexible working options give senior staff the breathing room to thrive. Appointing dedicated wellbeing leaders at board level underscores a commitment to holistic support.
Significantly, about 40% of Irish self-employed professionals are aged 50–64, enticed by autonomy, sharing passion ,experience, and a desire to shape their own path—sometimes in response to traditional workplace challenges.
The Irish Food Industry faces a profound challenge with burnout and fatigue, particularly among senior skilled professionals. With experienced leaders and managers increasingly considering self-employment or industry exits, Irish food and drink SMEs risk losing vital expertise at a crucial time for growth and international expansion. To prevent this loss and nurture a resilient sector, workplaces must prioritise wellbeing as a core investment. This means embedding health, flexibility, recognition, and mental health initiatives throughout organisational policy and culture.
Such support not only helps retain senior professionals but also strengthens overall workforce stability, ensures knowledge transfer for the next generation, and aligns with ESG objectives that value people as the heart of sustainable business practice.
Margaret Dineen