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

Jaarverslagen en Personeelsbladen Heineken

Jaarverslagen | 2010 | | pagina 20