be effectively combated by general measures.
Concrete results can only be expected from
specific, targeted measures in which information
and education play an important part.
The distinction between responsible and
irresponsible consumption of alcohol is gaining
more and more acceptance. For example, the
European Alcohol Action Plan of the European
section of the World Health Organization
recognizes the positive effects of responsible
consumption on a number of points.
Unfortunately, the consequences have not yet
been fully accepted and the Action Plan is still
proposing general, restrictive measures. Heineken
has taken the lead in producing a response to the
proposal on its own behalf and on behalf of the
joint manufacturers of alcoholic beverages.
Heineken has since many years pursued,
internationally, an "alcohol and work" policy whose
core is the responsible consumption of alcohol.
One of the elements of this policy is a worldwide
programme targeted specifically at our employees.
In connection with this, more than 35 operating
companies took initiatives last year to set up and
implement local programmes under the name
Cool@Work.
Personnel
In 1999, the average number of employees was
36,733 compared with 33,511 in the preceding year.
The most extensive changes in staffing occurred
in Europe and Africa.
In Europe, the number of employees rose as a
result of the consolidation of the new breweries
in Poland and Macedonia as well as the integration
of a number of beverage wholesalers. In the large
breweries in The Netherlands, France and Italy, the
number of employees decreased due to effeciency
increasing measures. The decrease of staff in
Africa is particularly caused by lower sales in this
region.
The international nature of Heineken means
that a part of personnel policy is conducted
centrally. This central policy focuses in particular
on training, support for the local personnel
Geographical breakdown
of personnel
in numbers
The Netherlands 5,647
Asia Pacific 5,748
J Africa 5,958
I Western Hemisphere 813
Rest of Europe 18,567
departments and the recruiting and developing
of management personnel who can be deployed
internationally. The policy of internationalization
was intensified some years ago. The success of
this policy can be seen in the growing number of
employees at our head office who come from our
foreign breweries. The composition of the expatriate
staff has also changed. In the past, most of the
expatriates were of Dutch nationality, whereas now
those we second come from many countries.
This internationalization is taking place within
all Group disciplines.
The Heineken University, a training institute
within the Group, was given the facilities of
the Heineken Learning Center in Amsterdam,
a modern meeting point for learning and
exchanging knowledge. The first conference
was about knowledge management. Employees
from our organizations in Spain, Italy and the
USA were linked to a group in the Heineken
Learning Center using multimedia technology.
Together they sought solutions to complex issues
of the 21st century which the Group finds itself
facing.
HEINEKEN N.V.
REVIEW OF THE
EXECUTIVE BOARD
19 9 9
1 9
