Remuneration Report Report of the Report of the Financial Other Contents Overview Executive Board Supervisory Board statements 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 2014 the Remuneration Committee reviewed the remuneration policy versus its implementation, and its outcome versus performance. As a result, the Supervisory Board concluded that there were no reasons to recommend adjustments to the remuneration policy to the 2015 Annual General Meeting (AGM). This conclusion was reconfirmed when agreements were reached in 2014 on the intended succession of the CFO within the prevailing remuneration policy: the Supervisory Board nominates Mrs. Laurence Debroux for appointment to the Executive Board as of 24 April 2015, to hold the position of CFO. The Supervisory Board also reached agreement on the resignation of Mr. René Hooft Graafland from the Executive Board as of 24 April 2015 and on the termination of his employment contract with the Company as of 1 May 2015. Introduction This Remuneration Report includes three sections: Part I-Describes the prevailing Executive Board's remuneration policy, as it was adopted by the AGM in 2011, and as it has been applied in 2014 and will be applied in 2015. Part II-Provides details of the Executive Board's actual remuneration for 2014 and the resignation agreement with Mr. René Hooft Graafland. Part III -Outlines the agreement with Mrs. Laurence Debroux. 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. 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 2014

Jaarverslagen en Personeelsbladen Heineken

Jaarverslagen | 2014 | | pagina 51