‘It’s become this iconic, legendary trip’

“We just sent 18 people on it a couple of weeks ago, and some of those folks had never been outside of Ontario — let alone turning up at the Munich Oktoberfest and then going to Pilsen, the home of Pilsner. It’s quite incredible.”

So says Lorna Willner, vice-president of HR at Steam Whistle Brewing in Toronto, describing the company’s long-running service reward.

For nearly two decades, this brewery has marked five years of employee service with a five-day, all-expenses-paid trip to Europe. The tradition is now a highly anticipated milestone among staff, she says.

“It’s become sort of this iconic, legendary trip because it’s just so amazing… People are really wowed by it,” says Willner. “It’s actually life-changing for some people.”

Why travel rewards make sense

The brewery’s approach is one example of a popular trend – especially now that the COVID pandemic has subsided and travel is back to normal levels – with employers using travel rewards as a way to recognize and retain staff.

A majority (56%) of destination marketing organizations or DMOs say they anticipate greater incentive travel activity levels in 2026 and 2027 than 2025, according to the Incentive Travel Index by IRF, site and Oxford Economics.

These group trips can have a lasting impact that cash or merchandise often can’t match, according to travel expert Roland van Meurs, member services manager at AMA in Edmonton.

“When you do a trip like that, it’s more [about creating] a memory as opposed to a cash bonus; I can get a cash bonus, I blow it on my mortgage and groceries and it’s gone… unless I put it towards something frivolous that I normally wouldn’t buy… But, for the most part, [a trip] creates something more,” he says.

Attraction, retention through rewards

In today’s job market, offering a reward this generous for five years of service helps the brewery stand out, according to Willner, adding the company has sites focused on hospitality and brewing.

“In those industries, the turnover can be quite high, so I think reaching that five-year milestone really does reflect a deep commitment from us… it’s a very powerful motivator for newer employees, showing them what’s possible here.”

She says that the European trip helps to demonstrate how much the company values and appreciates employees’ long-term commitment.

“It’s not just about rewarding the tenure, it’s also about recognizing the employee’s contributions, their loyalty, passion to the company and what they bring to the company.”

It’s important to think outside of the box on ways to attract and retain people, Willner says, especially in the craft brewery industry.

“People aren't just looking for a job; they're looking for a culture that aligns with their values.”

Building culture, connections through travel

At the brewery, which has roughly 200 employees, the trip is closely tied to its identity. Employees visit Munich’s Oktoberfest and Czech Republic breweries, says Willner.

“We do have a fairly structured agenda. Our brewmaster… takes them on the tour of the breweries in the Czech Republic… they visit Pilsen… It’s fairly educational,” she says.

“Having the award focused on our product and how much we believe in it and how much effort and pride we've taken in it, I think it's worked out very well.”

The Incentive Travel Index found that the most popular items on the itinerary of these reward trips are group cultural experiences (60%), group dining experiences (58%), relationship building (53%) and free time (53%), according to the survey of 2,700 incentive travel industry professionals in 85 countries.

The impact of the Steam Whistle trip goes beyond sightseeing: Employees return with new relationships and a stronger sense of belonging, says Willner.

“It helps build that connection, an emotional connection, between employees and the organization… It helps foster a sense of pride and belonging. I think it sets a high bar for the workplace culture, really, showing our current staff and potential hires that this is important to us.”

The brewery does not require employees to remain with the company after taking the trip, nor is there a repayment clause if someone leaves soon after. As further proof of the impact on engagement, Willner said there have not been issues with employees leaving immediately following the trip.

Planning, budgeting for group travel

Organizing group travel requires careful planning, especially for larger groups, says van Meurs, who recommends starting at least eight months to a year ahead.

 “The more types of things that you can offer on the trip, the more you’re going to have to make sure that each component is set up correctly and that it’s going to be running smoothly,” he says.

“When you have 50 people or 100 people or 200, there's just a lot more organizing that you have to make sure it’s good, ready to go — lots of followup, lots of reminders.”

Planning well ahead can also make a difference for the budget when it comes to things like group rates, seat selection on aircraft and the availability of venues, says van Meurs.

Unanticipated or hidden costs are also a factor, such as resort fees, departure taxes, baggage fees, and gratuities should also be considered early in the process, he says: “Those are all sorts of things that people may not necessarily think about.”

In 2024, the global average spend per person for an incentive travel program was $4,900; in 2025, average spend increased 4% to $5,100 per person, found the Incentive Travel Index.

The largest expense expected in 2026 for incentive travel programs is on hotels, at 28% of total budget allocation (up from 27% in 2024); airfare will comprise 20%, followed by food and beverage spending (18%), and activities (13%).

However, 25% of buyers expect to trim per-person spending. How? The most cited way is by reducing gifting (45%), followed by a less expensive destination (42%) and shorter-duration trips (42%).

Van Meurs notes that while some companies align trips with their brand — such as Steam Whistle’s beer tour — others opt for destinations that are more about relaxing or activities.

“If you want to associate it with the culture and the type of business that you do, or… take them out of it completely, maybe it’s a relaxed vacation, maybe they’re going to be looking at it as an adventure type of vacation,” he says.

“I don’t think one is right and one is wrong. It’s just personal preference.”

Risk management with employee trips

Of course, with this kind of endeavour, there are important risks to consider. The same survey found that the primary disqualifier for a travel destination is personal safety, which was cited by 47% of buyers as a top concern, followed by difficult air access (40%), geopolitical factors (38%) and inadequate local infrastructure (27%).

Nearly six in 10 Canadians (57 per cent) say their employer could do more to protect them while travelling for work, according to a recent report.

Steam Whistle addresses risk management by ensuring all participants have medical insurance, for one, says Willner, and there is always an ambassador who facilitates the trip: “They ensure that everybody’s safe… so we make sure that somebody is guiding them around.”

For larger groups, having a company representative or escort on the trip is common to help manage logistics and support participants, says van Meurs: “If people have any questions along the way, we’re there to answer them.”

That’s especially true if there’s a medical emergency; people may know they’re insured but not know who to contact should an issue arise; similarly, if a flight is suddenly cancelled, travelling employees will need to know who to contact to re-arrange their trip plans, he says.

“You try and make it as seamless as you possibly can, even though behind the scenes, people are pulling their hair out… having those points of contact is really important.”

It’s also recommended that companies provide guidelines about employee behaviour and expectations, especially when alcohol is involved or travelling to destinations with different laws and customs.

“We usually put a little document together of what to expect when you arrive or what to expect from that particular country,” says van Meurs.

“Whether it's Europe or Asia or a few other ones, there are local laws and customs that maybe we can do here that you can't do there. So, you've got to make sure that you respect where you're going.”

Variety of benefits to reward employees

In the end, not every employee will want to participate in group travel, so offering an alternative may be a good idea, says van Meurs.

“I've seen some companies in the past that they'll offer a trip, and should you forego the trip, there will be a monetary type of gift instead, so that they have options.”

For Steam Whistle Brewing, the European trip is the main service award for five years, but the company offers additional rewards at later milestones such as an extra three weeks of pay or vacation at 10, 15, and 20 years.

The company also offers health and dental benefits, mental health counselling, profit sharing and subsidized meals, among other benefits.