Our business priorities (continued)
Engage and develop our people
In a world that is changing rapidly, our people and our culture
remain our two most critical differentiators. How we engage and
G develop our people will enable us to achieve our ambition of being
a proud and independent global brewer, committed to long-term
value creation.
Develop great business driven leaders
Grow our talent pipeline at all levels
O Q,
Introductio^^^^^^^^^^H Report of the Executive Board^^^^^l Report of the Supervisory Board
People are at the heart of our Company.
Their engagement, capability and diversity drives
our continued performance and success. We are
progressing on the four key elements of our people
agenda across all our regions, operating companies
and functions. These are:
Develop great business driven leaders
Grow our talent pipeline at all levels
Build critical capabilities and strengthen
functional excellence
Leverage diversity and our culture
The demands placed on our leaders are evolving
because times are changing. How we continue to
develop leaders for the future remains a priority
for our business and our culture. Our Leadership
Expectations, which simply explain what it takes
to lead HEINEKEN into the future, have now been
deployed to all our people leaders globally and are
embedded in our key people processes. Over 3,000
leaders have completed 360° feedback against this
framework. Leadership development is supported
by the deployment of our General Manager and
Management Team member Profiles of Success
to better shape capability development and
succession planning for these key roles.
We continued to work with INSEAD Business
School on our flagship development programme
for senior high potential leaders.
Last year, 88 of our leaders from across the world
attended the two week on-campus programme
exploring our key strategic and leadership
challenges. Executive Team members continue
to play an active part in the delivery of this
important programme.
We are working on the design of our next senior
leadership campus which will focus on the demands
of an increasingly complex and fast changing
world, including our response to digital disruption,
engaging a multi-generational workforce and
changing societal expectations.
We are making good progress in developing our
talent pipeline. The number of top talents increases
each year throughout the organisation and among
the Senior Manager population as a result of
improved calibration and potential identification.
We pay special attention to building talent and
leadership capability in emerging market regions
like Asia and Africa. For example, in our Africa region
we conducted a Talent Management Maturity
Assessment across all of our operating companies to
help identify and drive the right talent management
approach for their business in a disciplined way,
with supporting action plans in place.
Finally, we continue to evolve our approach to
attract great external talent through our refreshed
external employer brand campaign, Go Places!
Heineken N.V. Annual Report 2018
Financial Statements
Sustainability Review
Other Information
Delivering our business priorities
Female role models in HEINEKEN Supply Chain
Women Like Us is a monthly global webcast aimed
at inspiring listeners by showcasing the personal stories
of female role models across HEINEKEN's supply chain
organisation. Together with our other initiatives on
inclusion and diversity, these events have been very
well received by our female leaders - 95% of those who
attended recommend the webcasts to other colleagues
As one of our leaders commented:
"It is good to know about the experience of other
women in HEINEKEN's Supply Chain department;
it helps us to believe in ourselves and see that we can
also do it".
