SOCIAL SUSTAINABILITY
Heineken employees excluding minority interests, as at year-end 2003
Europe (excl. Kazakhstan and Croatia)
Africa/Middle East
The Americas
Asia/Pacific (excl. Asia Pacific Breweries)
Total
33,686
11,563
5,441
1,296
51,986
Full-time
93%
Part-time
The sector organisation Brewers of Europe performs
an important function in the implementation of
programmes which it develops centrally and which
are then translated by the affiliated national sector
organisations into local programmes tailored to the
specific local beer culture and stage of social and
economic development of the country concerned.
Concrete results of this cooperation include various
drink-driving campaigns, one of which encourages
the practice of naming one member of the party as
the designated driver, who agrees to stay 'on the
wagon' for the evening and can drive his or her
friends home safely at the end. The campaign was
developed in Belgium by the national brewing indus
try in conjunction with the Belgian government and
the road safety organisation. It is now running in
other European countries and is being actively sup
ported by Heineken.
Specific campaigns are mounted in the Christmas
period and at other times, in Europe, the United
States and elsewhere, to bring home to consumers
the dangers of drink-driving
4.5 Employees
Our employees are crucially important to the success
of our business, in both the short and long term.
Heineken's personnel policy seeks to develop and
utilise their individual potential and deepen their
involvement in the business.
As at year-end 2003, the Heineken companies
which provided information for this part of the report
employed a total of 51,986 (part-time and full-time),
of whom 65 per cent were employed in Europe. These
figures exclude the employees of our joint venture in
Singapore, the companies in Kazakhstan and Croatia
and the companies in which Heineken has a minority
interest. If these are included, Heineken employed a
total of 61,271 people as at year-end 2003, an in
crease of 27 per cent on the year-end 2002 figure of
40,237.
The average rate of staff turnover rose from 12 per
cent in 2002 to 15 per cent in 2003, due partly to the
closure of several breweries, reorganisations and
early-retirement programmes.
STAMP II
African managers learn the tricks of the trade in Amsterdam
JEAN MUKUNZI
In a more competitive and challenging
international environment, Heineken's
African operating companies are
having to learn new ways of working
if they are to achieve the goals set out
in Heineken's Africa 2010 plan.
Under the STAMP (Strategic Action
Management Process) project, groups
of African executives and other staff
have been brought to Amsterdam to
acquire the skills needed for Heineken
International's approach to doing
business.
Remuneration policy
Heineken's remuneration policy is based on the
principles of internal fairness and external compara
bility and complies with local legislation and collec
tive labour agreements where applicable. Heineken
also provides various supplementary pay and pension
schemes. In countries where public provision is
inadequate, Heineken supports its employees and
their immediate families by helping with healthcare,
water and energy costs.
TOWARDS SUSTAINABILITY
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