17
Career Management
Functional and Leadership Capability
Performance Management
Operational Cost and Efficiency.
The HR function will continue to build on the
above-mentioned foundation in 2011.
Career Management
Over the past year, steps were taken to improve
the transparency and rigour of our career
management processes (e.g., development
planning for our senior management and talent
pools, restructured resource committees with
clear roles and responsibilities, detailed analysis
of succession pools). One of the outcomes is that
the Executive Committee will be more involved
to create better alignment throughout the
organisation. However, we must further clarify and
communicate our career development practices
and opportunities in order to continue attracting
and retaining talent. In 2011, we will communicate
and deploy our philosophy in Building a Career at
Heineken and expand the scope of development
planning processes to a broader cross-section
of employees.
Functional and Leadership Capability
Our One Heineken framework emphasises the
importance of functional and leadership capability.
In 2010 we supported the development and
deployment of functional competency frameworks,
which define essential skills, knowledge, and
behaviour required for effective performance.
We are continuing to enhance our functional
academies, which provide online and classroom
courses to develop functional competence. In
2011, we will add tailored programmes to the
leadership development curriculum for specific
categories (e.g., first line managers - employees
who have responsibility of managing two or
more employees and are the first step in a
management career at Heineken, talent pools,
senior management).
Performance Management
Last year, we focused on improving performance
management processes across Heineken in order
to create a performance-driven organisation.
Specifically, a more balanced objective-setting
process was introduced for senior management
with a split between financial targets and
strategic objectives related to top-line growth,
sustainability and people. In 2011, the process
will continue to be enhanced to provide
performance differentiation with a stronger link
to compensation structure.
Operational Cost and Efficiency
Cost management is a key initiative for every
business and function. As per the objectives
earmarked in 2010, we will continue to take
greater control and visibility on personnel costs,
including pension and labour costs in 2011,
and continue to design relevant compensation
structures to drive the business.
In summary, we will continue building global
HR capability and working closely with our
Operating Companies to ensure our people have
the knowledge, skills and motivation to put the
consumer at the centre of our strategies to deliver
our growth agenda.
Geographic distribution of personnel
In numbers
Western Europe
Head Office
Central and Eastern Europe 18,043
Americas 17,164
Africa and Middle East 10,659
Asia Pacific
of which the Netherlands 3,861
Heineken N.V. Annual Report 2010