Engage and develop our people
Engaging talent and
rewarding performance
Career ownership for employees
Developing leaders across the business
Attracting new talent
O O Qs
Report of the Executive Board^^^M Report of the Supervisory Board
Our talent and performance management
philosophy is designed to be employee-centric and
give our people the tools and means to own their
careers, to understand what's expected of them
and to grow. Line managers support growth and
development through continuous conversations
and feedback. This safeguards that objectives of
the individual, the team and the company remain
relevant. End of year performance reviews ensure
that we fairly review performance and potential
and are able to reward people accordingly.
We have begun to launch a career mapping
solution that enables employees to map out their
personal career paths, powered by data from our
current employee career journeys. It shows cross-
functional moves and the necessary experiences
to get there, as well as insights and video stories
from current employees in those roles. The solution
is visualised as a career subway map.
Furthermore, in 2019 we introduced the concept
of 'Open Sourcing', providing visibility of internal
job vacancies to our employees. They can now take
direct ownership over the next step in their career
by searching and applying to internal jobs to any
of our operating companies and global functions
around the world.
We know our leaders have a direct impact on
business performance and play a key role in shaping
our culture. Our Leadership Expectations have been
well embedded in everything we do. These provide
a common language when we talk about
leadership. We have become more data-driven
and objective about what we expect from future
leaders by increasing the amount of leadership
assessments at various levels. We drive ongoing
development through our global and regional talent
and executive development programmes, such as
HIMAC, Accelerate and Boost.
In 2019 we deployed a renewed #GoPlaces social
media campaign to share the right message with
the right talent in the right places. The employer
brand campaign, which ran in 22 markets and
was viewed by 20 million people, was built on
33 real employee stories and experiences. It led
to a 3.67% engagement rate, compared to 1.5%
industry benchmark.
Heineken N.V. Annual Report 2019120
Financial Statements Sustainability Review Other Information
HIMAC programme
HIMAC (HEINEKEN International Management Course) is our flagship executive development
programme for high potential senior managers from across the business, delivered in partnership
with INSEAD business school.
The October 2019 cohort were part of the 40th HIMAC programme, which took place in Singapore.
The two-week on-campus programme explores our key strategic and leadership challenges through a
mix of interactive sessions with world-class INSEAD faculty, small group exercises, experiential activities,
case studies, coaching and dialogue sessions with senior HEINEKEN executives.
