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Remuneration Report
The Executive Board 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.
Part I - Executive Board remuneration policy
Remuneration principles
Report of the
Report of the
Financial
Sustainability
Other
Introduction
Executive Board
Supervisory Board
Statements
Review
Information
Heineken N.V. Annual Report 2017
For 2017, the Remuneration Committee and Supervisory Board reviewed the Executive Board remuneration policy versus its implementation, and its
outcome versus performance. With regard to policy, the Supervisory Board decided not to recommend any policy change to the 2018 Annual General
Meeting of Shareholders. With regard to implementation, the Supervisory Board decided to realign the Executive Board base salaries with the aspired
policy levels, to adjust the relative weights of the financial and operational measures within the Short-term variable pay plan, and to change the name
of one of the measures in the Short-term and Long-term variable pay plans.
This Remuneration Report includes three sections:
Describes the prevailing Executive Board remuneration policy, as it was adopted bytheAGM in 2011, and as it has been implemented in 2017 and
will be implemented in 2018.
Part II
Provides details of the Executive Board actual remuneration for performance ending in, or at year-end, 2017.
Part III
Outlines adjustments to the Executive Board remuneration policy and implementation for 2018.
The Executive Board 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.
