Engage and develop our people
13
Our business priorities (continued)
Two of our most important differentiators and competitive
advantages are, and always have been, our people and our culture.
To achieve our ambition of being a proud and independent global
brewer committed to long-term value creation, engaging and
developing our people will remain critical.
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Heineken N.V. Annual Report 2017
We believe the engagement, capability and
diversity of all our people drives our continued
success. This business priority has four elements:
Develop great business driven leaders, Grow
our talent pipeline at all levels, Build critical
capabilities and strengthen functional excellence,
and Leverage diversity and our culture.
We focus on developing great business-driven leaders,
because we knowthat how we lead drives our business
performance and shapes our culture. Our Leadership
Expectations-introduced in 2017 and embedded
in all of our key people processes-equip our leaders
with a common understanding of what is expected of
them in their roles, and provide a simple framework to
guide their ongoing development.
To be successful today and in the future, we have to
ensure that ourtalent management approach is aligned
with the business strategy and that we are attracting,
identifying, developing, engaging and retaining the
best talent at all levels. We are making solid progress in
this agenda and there is increasing ownership of talent
management by business leaders.
Wherever we operate, we identify and develop the
critical strategic capabilities to win in the market place.
This includes building capability for operating in an
increasingly 'digital' world. We focus our investments
on developing these critical capabilities and, at the
same time, strengthening ourfunctional excellence
in a practical and disciplined way whether it is in
marketing, sales, production, finance, or other areas.
We knowthat our diversity across HEINEKEN can
be a big driver of innovation, creativity and business
success. This includes nationality, experiences,
thinking styles and also gender where progress still
needs to be made. To enable this we are driving the
implementation of our Inclusion Diversity strategy
and action plan (see page 147).
We have a unique and compelling culture, reflected
in 'We are HEINEKEN' which we launched last year.
Our annual Climate Survey is a key barometer for
how we are doing on culture and engagement and,
in 2017, we again achieved excellent engagement
scores, placing us in the top quartile of companies
against the external benchmark1.
Workplace by Facebook is our new internal digital
engagement platform. It connects colleagues
globally and is already enabling faster, more engaging
sharing of information, stories and learning among
HEINEKEN colleagues around the world.
1 IBM external norm.
a HIMAC
Our flagship two week development
programme for senior top talents, the
HEINEKEN International Management
Course (HIMAC),exploresourkey
strategic and leadership challenges.
Members of our Executive Team play an
active part in the delivery. Last year it was
delivered in partnership with INSEAD
Business School. 44 high potential
leaders from across HEINEKEN attended.
a BOOST
To be successful today and in the future,
we need to attract, develop and retain
our talent. The Asia Pacific BOOST
(Building Our Own Sustainable Talent)
programme is one of many examples of
how we are building our talent pipeline
around the world through a clear focus
on local talentattraction, identification,
mobility and development-all
underpinned by senior leader ownership.
Workplace by Facebook
In 2017 we rolled out Workplace by
Facebook at HEINEKEN. We are using
this as a worldwide internal digital and
mobile collaboration platform, building
communities, sharing insights and
learning from each other. Currently we
already have around 59,000 colleagues
from across the world connected and
engaging with each other on this
new platform.
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a Leadership Expectations
How we lead directly impacts our
business performance and shapes
our culture. In 2017 we launched our
Leadership Expectations to provide a
simple language that explains what
it takes to lead HEINEKEN into the
future. These common expectations
are embedded in our approaches to
performance management, reward,
selection and development. For example,
over the last year, more than 1,000 senior
leaders have completed 360° feedback
against these expectations.
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