The Whyte and Mackay success story: Embedding everyday recognition and total reward with The Spirit of W&M

The challenge

Reaching an offline workforce

With 60% of employees working in non-desk-based roles, Whyte and Mackay (W&M) faced a significant challenge in delivering consistent, inclusive recognition. Their existing reward culture relied heavily on manager discretion and traditional gifts, such as alcohol, which weren’t inclusive or valued by all. Benefits were scattered across SharePoint and difficult to navigate.

Recognition sentiment was low: only 41% of colleagues felt adequately recognized in their 2023 Great Place to Work survey. Attrition pressure was also rising across manufacturing, logistics and technical teams, and the business lacked a central place to showcase its total reward proposition.

The business needed a solution that could:

• Engage a hard-to-reach, deskless workforce
• Modernize recognition and reward practices
• Increase visibility and understanding of benefits
• Improve consistency, fairness, and personalization across the organization
• Boost employee sentiment and Great Place to Work scores

This reward and recognition strategy was named: The Spirit of Whyte and Mackay.

The solution

Launching a people-first platform

To deliver its 3Rs reward framework – Recognize, Reward, Retain – Whyte and Mackay partnered with Benifex to launch a single, unified platform: B.A.R. (Benefits, Awards, Recognition). Designed as a one-stop shop for all things reward and recognition, the platform brought together everyday appreciation, manager-led rewards, long-service awards, and benefits visibility under one digital roof.

A soft pilot launched in October 2023 with 200+ offline colleagues to test usability, communications, and training. 100% of pilot colleagues logged in within six weeks and 67% redeemed a reward. Colleagues voted on the platform name, helping build early ownership and excitement.

The full launch was timed to coincide with Blue Monday to drive morale, with targeted campaigns and creative recognition moments supporting visibility from day one.

Making recognition meaningful

The platform was designed around W&M’s core values – Pride, Grow, Be Our Best, Respect, and Think Ahead – with every recognition post tied back to one or more of these principles. This helped reinforce desired behaviors and connect cultural ambitions with day-to-day interactions.

Campaigns such as the Spotify-style “year in review” and themed recognition days added an element of fun and increased engagement across all teams. Recognition was also used to support wider initiatives, such as brand video launches and team-based awards.

Transforming benefit visibility

Previously, benefit information was stored on SharePoint, which employees found hard to use. With the new platform, employees could easily access branded benefit pages, explainer videos, and discounts from global retailers. This clarity and convenience helped boost awareness and appreciation of the total reward offer.

In countries where the platform isn’t live, payroll workarounds ensure colleagues still receive their reward in a fair and accessible way.

Empowering peer-led advocacy

W&M’s multichannel communications plan was designed with inclusion at its core. Super Users and Recognition Champions were trained across teams to drive awareness, offer support, and build buzz. Tactics ranged from internal newsletters and SharePoint updates to digital signage, postcards and in-person events.

This employee-led approach proved critical in reaching operational teams and ensured the platform was seen as business-owned, not just HR-driven.

Offering personalized and purposeful rewards

Rather than defaulting to one-size-fits-all alcohol gifts, the new platform allowed employees to choose from a wide range of reward options, including digital gifts and payroll cashouts. Manager-led incentives and long-service awards could now be tailored to suit individual needs and preferences.

Results

Platform adoption and engagement

• 73% of employees logged in during the first month
• 84% by three months – with 60% of activity from deskless roles
• 91% at six months – exceeding Benifex benchmark of 60%
• 811 recognition posts, 3,346 reactions, and 563 comments within six months
• Distilling and bottling teams became among the most recognized departments

Cultural impact

• GPTW recognition score rose 25% in five months (from 41% to 66%)
• Emotional resonance score for recognitions rated 4.48 / 5
• Peer-to-peer and daily recognition became embedded as standard practice
• Managers report higher confidence in leading recognition and performance conversations

Strategic outcomes

• Recognition engagement boosted benefits visibility – six months in, 56% of employees were active on the benefits platform
• First-ever official GPTW certification in 2024
• Stronger EVP and employee advocacy
• Data-driven, inclusive, and scalable recognition

By embedding recognition into daily behaviors and connecting it to reward and benefits, W&M successfully created a modern, inclusive and values-led employee experience – one that supports retention, visibility, and pride across their global workforce.