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