Remuneration Report
Contents
Overview
Report of the
Executive Board
Report of the
Supervisory Board
Financial
statements
Other information
The Executive Board's remuneration policy reflects our longstanding remuneration principles of supporting the business
strategy, paying for performance, and paying competitively and fairly. The remuneration policy and underlying principles
continue to support our business growth in the widely diverse markets in which we operate. In 2013, the Remuneration
Committee has reviewed the remuneration policy versus its implementation, and its outcome versus performance.
As a result, the Supervisory Board has decided to recommend a policy change to the 2014 Annual General Meeting
of Shareholders, viz to replace one of the performance measures in the long-term variable award plan.
Introduction
The Remuneration Report includes three sections:
Part I-Describes the current Executive Board's remuneration policy, as it was adopted by the Annual General Meeting
of Shareholders in 2011, and as it has been applied in 2013 and will largely be applied in 2014.
Part II - Provides details of the Executive Board's actual remuneration for 2013.
Part III-Outlines the adjustment to the current policy to be submitted to the 2014 Annual General Meeting of Shareholders.
Part I - Executive Board remuneration policy
Remuneration principles
The Executive Board's remuneration policy is designed to meet four key principles:
Support the business strategy-We align our remuneration policy with business strategies focused on creating long-term
growth and shareholder value, while maintaining a tight focus on short-term financial results;
Pay for performance-We set clear and measurable targets for our short-term variable pay and long-term variable award
policies, and we pay higher remuneration when targets are exceeded and lower remuneration when targets are not met;
Pay competitively-We set target remuneration to be competitive with other relevant multinational corporations of similar
size and complexity; and
Pay fairly-We set target remuneration to be internally consistent and fair; we regularly review internal pay relativities between
the Executive Board and senior managers and aim to achieve consistency and alignment where possible.
Heineken N.V. Annual Report 2013
