51. In 2004, the number of accidents involving contractor personnel increased. This remains a point of concern and attention for us. We did not meet our target of 2.4 accidents per 100 FTE for 2005, and given the current rate of performance improvement we will have to work very hard to achieve our social sustainability target of 2.0 accidents per 100 FTE in 2006. In retrospect, we believe the 2005 target was too ambitious and we intend to set challenging but more realistic targets for the coming years. We believe we can achieve 2.0 accidents per 100 FTE by 2008. In addition to a lower accident frequency rate, the severity of recorded accidents has also decreased by 24 per cent, from 82 lost days per 100 FTE in 2003 to 61 days in 2005. Our Western Europe and Americas regions have made the most significant contributions to this improvement. We did not meet our target for 2005 of 46 days per 100 FTE, but are on course to achieve our long-term target of 40 lost days per 100 FTE in 2008. In 2005,14 cases of non-compliances with local safety regulations were reported across 8 production units. In 4 cases penalties were levied, with a total amount of €7,250 - most of which comprised fines paid as the result of accidents involving truck drivers. Employee engagement Heineken employs more than 64,000 people worldwide. We are committed to creating a culture of engagement, which will encourage our people to work with passion and to realise our business ambition. Employee engagement is about employees being committed to and passionate about their work, while also feeling emotionally connected to our product and organisation. The Group Human Resources and Group Corporate Relations departments are currently working closely together to develop a range of employee engagement initiatives that will have a significant impact on our business performance and bottom-line. As a first step in this process, we carried out a survey in December 2005 to measure the current climate among our senior management team. The results of this survey are subject to further analysis. In 2006 and 2007 we plan to extend our scope to cover other levels of the company. In parallel, we will continue to regularly assess satisfaction ratings for internal communications against our engagement objectives. In many ways, defining corporate culture is a 'top- down business': the Executive Board sets the tone through its behaviour, this is passed onto their management teams, who in turn pass it on again. Heineken N.V. - 2004/2005 Sustainability Report

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Heineken - Milieuverslag | 2004 | | pagina 53