Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
2
In this year’s report
Sustainability
Review
Raise the bar on sustainability
and responsibility
Other
Information
Appropriation of Results
126
Independent Auditor’s Report
Brew a Better World 2030 strategy 127
Our impact from Barley to Bar
128
Report of the
Supervisory Board
To the Shareholders
Remuneration Report
Financial
Statements
Contents
Consolidated Income Statement
Consolidated Statement of
Other Comprehensive Income
Consolidated Statement
of Financial Position
Consolidated Statement
of Cash Flows
Consolidated Statement
of Changes in Equity
Notes to the Consolidated
Financial Statements
52
59
70
71
71
72
Stakeholder engagement
and materiality
Our Brew a Better World 2030
goals and progress
Environmental:
Reach net zero carbon emissions
Maximise circularity
Towards healthy watersheds
73
Environmental data table
Social:
Embrace inclusion and diversity
A fair and safe workplace
74
75
131
134
138
139
141
142
143
Heineken N.V. Income Statement 119
Positive impact in our communities 145
Heineken N.V. Balance Sheet
120
Heineken N.V. Shareholders’ equity 121
Responsible:
Always a choice
Notes to the Heineken N.V.
Financial Statements
122
Address harmful use
Make moderation cool
Foundation: Responsible
business conduct
Foundation: Respecting
human rights
TCFD
WEF metrics and disclosures
147
148
148
149
150
151
159
Other climate-related disclosures 166
Reporting basis of
non-financial indicators
167
Assurance Report of the
Independent Auditor (of
non-financial indicators)
129
Shareholder Information
Bondholder Information
Historical Summary
Glossary
Disclaimer and Reference
Information
184
185
191
193
196
197
199
200
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The ESEF reporting package is available at:
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Find more information online at:
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Regional review:
Africa, Middle East &
Eastern Europe
Americas
Asia Pacific
Europe
Risk Management
Financial Review
Corporate Governance statement
29
30
31
32
33
34
40
44
Report of the
Executive Board
Chief Executive’s Q&A
Performance highlights
Key figures
Our business priorities:
Executive Team
Our EverGreen strategy
Shape the future of beer
and beyond
Fund the growth, fuel the profit
Raise the bar on sustainability
and responsibility
3
5
6
7
8
11
16
18
Become the best-connected brewer 22
Unlock the full potential
of our people
26
Introduction
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Heineken N.V.
Annual Report 2022
3
Chief Executive’s Q&A
Delivering our
EverGreen
strategy
We’re mobilising the organisation
and deploying EverGreen at scale
as we pursue our dream to shape
the future of beer and beyond.”
Dolf van den Brink
Chairman of the Executive Board and CEO
One of these ambitions is to deliver balanced superior
growth, both in terms of volume- and value-driven revenue
expansion, positioning us among the fastest growing global
beverage companies. To achieve this, we’re leveraging our
leading premium brands, developing winning consumer
propositions in fast-growing segments and continuously
shaping our geographic and portfolio footprint, whilst
weaving sustainability and responsibility into each area of
our business. We’re focused on pioneering growth in low-
and no-alcohol and exploring beyond beer. We’ve led the
way in premiumisation for many years. All of this ladders up
to our dream of shaping the future of beer and beyond.
In 2021, we announced our intention to acquire control of
Distell and Namibia Breweries. The transaction is still subject
to approval of the Competition Tribunal of South Africa. We
remain very excited with the opportunity to bring together
strong businesses to create a regional beverage champion
for Southern Africa, and we are committed to being a
strong partner for growth and to make a positive impact in
the communities in which we operate. We continue to
expect the transaction to close in Q2 2023.
What are your top reflections as CEO of
HEINEKEN over 2022?
Firstly, I want to thank our people for their commitment,
care and courage this year. 2022 saw a number of serious
challenges: the war in Ukraine, energy crisis, supply
disruption and high inflation – all in the wake of a
pandemic. Despite these challenges, we’re mobilising the
organisation and deploying EverGreen at scale as we
pursue our dream to shape the future of beer and beyond.
The Heineken® brand saw continued strong growth,
bolstered by the remarkable performance of its line
extensions. We’re leading the way in premiumisation with
our portfolio of strong international and local brands. We
further developed our digital route-to-consumer, reduced
our carbon emissions and average water usage,
strengthened our global footprint and invested in our talent
and capability building. Our cost programme delivered
significant savings this year, keeping us on track to reach
our target of €2 billion in savings by the end of 2023.
There’s nothing more important than the health and
safety of our people, who have shown immense resilience
and agility. The HEINEKEN Executive Team and I are
proud of how our colleagues took care of each other, our
suppliers and customers and continued to make progress
on EverGreen this year.
Key highlights of 2022’s business
performance?
We’re pleased to have delivered a strong set of results in
2022 despite a continuously challenging and volatile
environment, growing ahead of the beer category in the
majority of our markets. Our premium portfolio continued
to outperform, led by the excellent momentum of
Heineken®, and the exciting new line extension of our
iconic brand, Heineken® Silver, which was rolled out into
25 additional markets. Our innovations in premium, low-
and no-alcohol and beyond beer categories were well
received by consumers and are scaling fast, expanding our
leadership positions in non-alcoholic and in beyond beer.
We’re making good progress with the decarbonisation of
our breweries, and we have made this part of our incentive
compensation design. We further accelerated the
deployment of our business-to-business digital platforms
and the digitalisation of our route-to-consumer. We made
significant progress in the delivery of our productivity
programme, targeting €2 billion savings by 2023, which
gave us the confidence to declare our new ambition to
deliver ongoing productivity gains of €400 million year on
year. We continued to invest in our brands and capabilities.
The progress on these and many other initiatives make us
confident that our EverGreen strategy is on course to
deliver long-term, sustainable value creation.
How is the EverGreen
transformation progressing?
EverGreen is our strategy to future-proof HEINEKEN and
ensure the company thrives for the next 158 years. We’re
building momentum across each of our five strategic
pillars: boosting consumer- and customer-centricity by
focusing on premiumisation and innovation; boosting
productivity and embedding a continuous cost culture;
boosting decarbonisation to decarbonise our production
network globally; boosting digitisation of all our processes
to become the best-connected brewer; and boosting our
talent and capabilities to ensure we have highly motivated
and capable people, the right culture and strong
organisational health. Overall, we’re leveraging the power
of our companies and colleagues in over 70 countries to
deliver on EverGreen.
What is HEINEKEN’s approach to long-
term value creation? How have recent
acquisitions played a role?
We measure progress on long-term value creation through
our Green Diamond model. Its four quadrants – growth,
capital efficiency, sustainability & responsibility, and
profitability – guide us as we work towards our long-term
ambitions. Our aim is to strike a balance between short-term
delivery and long-term sustainability, between top-line
growth and overall stakeholder value creation.
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Chief Executive’s Q&A
Your Dream is “To shape the future
of beer and beyond to win the hearts
of consumers” – how does innovation
play a role?
As customer and consumer trends
continue to further shift towards
digitisation, how is HEINEKEN stepping
up its digital transformation?
After a long history as successful brand builders, we’re
further stepping up on both consumer- and customer-
centricity. We’re revitalising and renewing core beer while
continuously innovating and exploring beyond beer. Our
approach to innovation can be encapsulated in ‘3x
Superiority’: superior consumer insight, superior product
and superior brand.
Building on the health and well-being trend amongst our
consumers, we’re expanding our lower-calorie, lower-alcohol
and non-alcoholic beer offerings. The latest exciting
extension of our iconic brand, Heineken® Silver, offers
consumers a smooth and extra-refreshing beer. HEINEKEN
has truly pioneered 0.0 beer. In 2022 our innovation
pipeline extended 0.0 options within our portfolio of global
and local brands, including: Desperados Virgin Mojito 0.0%,
Lagunitas Hoppy Refresher sparkling water, Cruzcampo
Gran Reserva 0.0 and Zlaty Bazant Fresh Apple Radler 0.0%.
In Mexico, we are currently introducing Tecate 0.0, a non-
alcoholic variant to our second-largest brand globally by
volume, aiming to counter the stigma that beer cannot be
enjoyed during mid-day meal occasions.
We’re staying relevant with younger legal drinking age
consumers with brands that embody authenticity, diversity
and a strong desire for connection, such as Birra Moretti
across Europe, Tiger in Asia Pacific, Messina in Italy and El
Águila in Spain. 2022 has been a year of experimentation,
one example being the extension of the beer brand Dos
Equis in the US into Ranch Water and Lime & Salt.
Recognising the continued growth in the energy drinks
category, we launched ZAGG Energy Malt in Nigeria.
To keep pace with accelerating trends, we’re boosting
digitisation on the path to becoming the best-connected
brewer. Shaping the future is also about digitising our route-
to-consumer to unlock more value for our customers as well
as overall productivity gains. We have significantly stepped
up our capabilities in eCommerce and data and analytics,
capturing and organising our data in a more effective way
that enables us to hone insights to the benefit of both our
customers and HEINEKEN’s sales organisation.
Our eBusiness-to-business digital (eB2B) platforms aim to
create a superior customer experience to drive demand.
We continue to deploy them at speed, and in February
2023 we announced that we will start migrating them
under a single banner: eazle, business made easier. The
transition will enable better features at scale resulting in
improved customer experience with increased efficiency,
helping them to grow their business.
How is the Brew a Better World 2030
strategy progressing? Are you reaching
your ambitions?
With Brew a Better World, HEINEKEN is on the path to
zero impact on the environment, an inclusive fair and
equitable world, and moderation and no harmful use.
After stepping up our ambitions, we’re building
operational momentum towards our goals.
In 2022, we reduced our scope 1 and 2 emissions by 18%
(against our 2018 baseline), meaning we are on track for
our 2030 goal. We achieved this while integrating a large
business in India into the scope of our reporting. We’re
driving progress in scope 3 by engaging our agriculture,
packaging and cooling partners globally to set science-based
targets and unlock low-carbon solutions. We’re recognised as
‘A Listed Company’ by CDP for tackling Climate Change.
Our 2030 ambition is to reduce water usage to
2.6 hectolitre per hectolitre (hl/hl) in water-stressed areas
and 2.9 hl/hl worldwide. In 2022, we reached 3.0 hl/hl and
3.3 hl/hl, respectively. Our multi-year water balancing
programmes and collaboration with stakeholders in the
same watershed are delivering positive outcomes.
We’re making good progress on our targets for gender
diversity and have grown from 19% women in our senior
leadership in 2017 to 27% in 2022. We also want our
consumers to always have a choice when reaching for
one of our products. By the end of 2023, we’ll provide a
no-alcohol option for at least two strategic brands in most
of our operating companies, which combined account for
90% of our business by volume.
How does HEINEKEN prioritise diversity,
equity and inclusion amongst its people?
At HEINEKEN, people are at the heart of our business.
Through unlocking the full potential of our people and
organisation, we’re on a journey to create a workplace and
culture that attracts, develops and retains talent. Diversity,
equity and inclusion is a key priority, and we make every
effort to create an inclusive environment for people to
work in, a culture of belonging where everybody can be
themselves when they come to work.
We’ve set ourselves an ambition of reaching 40% of
women in senior manager positions by 2030 and we are
making strong progress reaching 27% at the year-end. As
part of this ambition, we recently launched the Women
Interactive Network, where we invite 100 women per year
at mid-level career to stretch their leadership skills and
prepare them to take on increasing levels of responsibility.
What has been your approach to leading
a global company through volatile times?
To me, the key is balance. The risk is that all the energy in
an organisation goes into managing crises, losing sight of
the bigger picture. EverGreen as our North Star is about
building on our strength, addressing vulnerabilities and
adapting to seize opportunities as we see them emerge.
The world around us is changing rapidly. We’re shifting to
a more volatile and challenging era with increased
geopolitical and social tensions, disrupted markets and
climate change becoming reality. We also see technology
advances, the potential of AI and a fight for talent. The
pandemic and successive macroeconomic challenges
make it all the more important that we future-proof
the company.
We continue to be shocked and saddened by what is
happening in Ukraine. In March 2022 we made the
decision to leave Russia. We were the first global brewer to
do so. We no longer sell the Heineken® brand in Russia. To
minimise the risk of our company being nationalised and to
ensure the ongoing safety and well-being of our employees,
we concluded that it is essential that we continue with the
reduced operations during this transition period while we
seek to transfer our business to a new owner in full
compliance with international and local laws. We make
progress to transfer the ownership of our business in Russia
whilst dealing with frequently changing regulations. We will
not profit from any sale or transfer of ownership. We aim to
reach an agreement in the first half of 2023.
What is the outlook for HEINEKEN?
In 2022, we accelerated the deployment of our EverGreen
strategy to future-proof our business. The continuously
challenging external environment has highlighted
opportunities to boost our capabilities, balancing short-term
delivery with long-term investments whilst sustaining value
creation. We are encouraged by the strong performance of
our business, with volume fully recovered compared to
2019, and how EverGreen is taking shape. We are
confident we are on course to deliver superior and balanced
growth to drive sustainable long-term value creation.
Our outlook for 2023 remains unchanged, as was shared
on 30 November 2022 ahead of our Capital Markets
Event to reconfirm our guidance. We expect operating
profit (beia) to grow organically mid- to high-single-digit,
subject to any significant unforeseen macroeconomic and
geopolitical developments. This outlook is based on
continued progress on EverGreen, a challenging global
economic environment and lower consumer confidence in
certain markets. We expect further progress towards
building great brands, our digital route to consumer,
strategic capabilities and our Brew a Better World activities
with commensurate investments.
Wishing you all the joy of true togetherness in 2023!
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Performance highlights
Delivered
strong results
in 2022
Net revenue
(beia)
in millions of €
€28,694m
Operating profit
(beia)
in millions of €
€4,502m
Operating profit
(beia) margin
in percentages
15.7%
Net profit
(beia)
in millions of €
€2,836m
Consolidated
beer volume
in millions of hectolitres
256.9mhl
Heineken® volume
in millions of hectolitres
54.9mhl
Gender balance
27%
of our senior
management positions
were held by women
Carbon emissions
18%
reduction of scope 1 and 2
emissions vs. 2018
2018:
233.8
2019:
241.4
2020:
221.6
2021:
231.2
2022:
256.9
Consumers reached
1.2bn
with our responsible
consumption campaigns
2018:
38.7
2019:
41.8
2020:
41.8
2021:
48.8
2022:
54.9
Average water
usage (hl/hl)
34%
improvement
compared to 2008
1 Restated for IAS37
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Key figures1
Consolidated results
In millions of €
Revenue
Net revenue
Net revenue (beia)
Operating profit
Operating profit (beia)
Net profit
Net profit (beia)
EBITDA (beia)
Dividend (proposed)
Free operating cash flow
Balance sheet
In millions of €
Total assets
Shareholders' equity
Net debt position
Market capitalisation
2022
34,676
28,719
28,694
4,283
4,502
2,682
2,836
6,444
995
2,409
2022
52,406
19,551
13,531
50,621
2021
26,583
21,941
21,901
4,483
3,414
3,324
2,041
5,190
714
2,514
2021
48,850
17,356
13,658
56,940
Per share
2022
2021
Change in %
Weighted average number of shares – basic
575,563,505
575,740,269
Net profit
Net profit (beia)
Dividend (proposed)
Free operating cash flow
(19.3) %
Shareholders' equity
Share price
Change in %
30.4 %
30.9 %
31.0 %
(4.5) %
31.9 %
39.0 %
24.2 %
39.4 %
(4.2) %
4.66
4.93
1.73
4.19
33.97
87.88
5.77
3.55
1.24
4.37
30.15
98.86
0.0 %
(19.2) %
38.9 %
39.5 %
(4.1) %
12.7 %
(11.1) %
0.0 %
39.0 %
Weighted average number of shares – diluted
576,026,120
575,969,395
Net profit (beia) – diluted
4.92
3.54
Employees
Change in %
Average number of employees (FTE)
2022
86,390
2021
82,257
Change in %
5.0 %
7.3 %
12.6 %
(0.9) %
(11.1) %
Ratios
Operating profit (beia) as a % of net revenue (beia)
Net profit as % of average equity attributable to equity
holders of the Company
Net debt/EBITDA (beia)
Dividend % payout
Cash conversion ratio
2022
15.7 %
14.5 %
2.1
35.1 %
75.3 %
2021
15.6%
21.6 %
2.6
35.0%
110.0%
Change
10 bps
(7.1)
(0.5)
0.1
(34.7)
1 (beia) is before exceptional items and amortisation of acquisition-related intangible assets. Please refer to the Glossary section for an explanation of non-GAAP
measures and other terms used throughout this report.
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Executive Team
Setting direction
and driving progress
The Executive Team consists of the two members of
the Executive Board, the four regional Presidents
and five Chief Officers. Its members are accountable
for the global agendas of their functions, working
closely with our operating companies.
1
2
3
4
5
Dolf van den Brink
Chairman Executive Board
and CEO
Harold van den Broek
Member Executive Board
and CFO
Marc Busain
President, Americas
Soren Hagh
President, Europe
Roland Pirmez
President, Africa, Middle East
& Eastern Europe
6
7
8
9
10
11
Jacco van der Linden
President, Asia Pacific
James Thompson
Chief Commercial Officer
Stacey Tank
Chief Transformation and
Corporate Affairs Officer
Yolanda Talamo
Chief People Officer
Magne Setnes
Chief Supply Chain Officer
Ronald den Elzen
Chief Digital and
Technology Officer
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Our EverGreen strategy
Passion
for consumers and customers
Courage
to dream and pioneer
Care
for people and planet
Enjoyment
of life
“We brew
the joy of true
togetherness
to inspire a
better world.”
Our Values
Our Values are what we stand for:
Our Purpose
Our Purpose is our core reason for being, and it
shapes our strategy and inspires our people:
Our Green Diamond
Using the lens of the Green Diamond we
want to be clear on “what winning looks
like”. We aim to get the balance right
between short-term delivery and long-term
sustainability and between top-line growth
and overall stakeholder value creation.
The Green Diamond encapsulates our
balanced ambition including drivers on
Growth, Profitability, Capital efficiency and
Sustainability & Responsibility. At its heart
EverGreen is a shift from superior growth
to superior and balanced growth.
Our EverGreen
strategy
We launched our EverGreen strategy with the goal to future-
proof the business, adapting to new external dynamics.
EverGreen is a bold strategy to deliver superior and
balanced growth and the next evolution of our HEINEKEN
business. As a 158-year-old company, we think in
generations and deliver long-term, sustainable
value creation.
Our EverGreen strategy has been built on our value creation
model, which we call the Green Diamond. This value creation
model puts growth, profit and capital on equal footing with
sustainability and responsibility.
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Our Dream
Our Dream:
To shape the
future of beer
and beyond to
win the hearts
of consumers
Beer has been bringing people together for thousands of
years. Since 1864, HEINEKEN has been doing its part to put
a smile on consumers’ faces while continuously renewing
and adapting.
We are entering an incredible next era of innovation and
expansion in the beer industry. Our best days are ahead of us
as we continue to deliver superior and balanced growth with
beer and beyond. New flavours, styles and trends are helping
us reimagine and revitalise beer, bringing the joy of true
togetherness to consumers across the world.
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Our business priorities
EverGreen
for a future-
proof business
EverGreen represents our multi-year strategy, allowing
us to adapt to a fast-changing world and grow stronger.
This strategy leverages our existing strengths alongside
new opportunities to chart the next chapter of our growth.
Putting customers and consumers firmly at the core, we
aim to continually enhance and expand our portfolio and
footprint. We are making great strides in our end-to-end
digital transformation to benefit our route-to-consumer
and drive cost efficiencies as we aim to become the best-
connected brewer. We are stepping up our focus to deliver
continuous productivity improvements and raising the bar
of our environmental and social sustainability ambitions.
EverGreen is a journey of both continuity and change,
building on what has made us great and what is needed
next. True to our ambitions, it meets short-term challenges
and will ensure the long-term sustainability of our business
to create lasting value for our stakeholders.
Shape the future of beer and beyond
Find out more
Page 11
Fund the growth, fuel the profit
Find out more
Page 16
Raise the bar on sustainability and responsibility
Find out more
Page 18
Become the best-connected brewer
Find out more
Page 22
Unlock the full potential of our people
Find out more
Page 26
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Shape the future of beer and beyond
Shape the future
of beer and
beyond
We aim to drive superior growth by shaping the future of
beer and beyond, being obsessively consumer- and customer-
centric. We are focused on premiumisation and innovation,
extending beer into non-alcoholic, flavoured and less bitter
variants, and exploring beyond beer with cider and refreshing
line extensions.
There are big opportunities within and beyond beer. With premiumisation, led by
Heineken® and including our expanding premium portfolio, we are well positioned to
focus on scalable opportunities. Lager remains fundamental in capturing new
consumers in emerging markets. The importance of moderation continues to be a
motivation for us, and we are well placed to capture share of low- and no-alcohol
beverages with our portfolio of malts, radlers and 0.0 beers.
The consumer market continues to grow for low-calorie, alcoholic beverage alternatives.
We are expanding our portfolio of refreshing alcoholic brands, focusing on line
extensions as we stretch beyond beer to meet consumers’ evolving needs and explore
new growth opportunities for our business.
Shaping the future of beer and beyond is a consumer-
centred vision. To win the hearts of our consumers, we are
premiumising led by Heineken® and expanding our
categories with a strong innovation agenda, meeting
changing consumer demands.”
James Thompson
Chief Commercial Officer
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Shape the future of beer and beyond
In Asia Pacific, we collaborated with The Shoe Surgeon to
bring to life the smoothness of Heineken® Silver with a
limited-edition sneaker, allowing consumers for the first
time ever to walk on beer. Heineken® also launched
‘Refresh Your Music, Refresh Your Nights’ across Asia,
featuring local artists who refreshed The Chainsmokers’ hit
songs before joining the famous duo on stage, allowing
fans of different cultures, tribes and music preferences to
come together to expand their music tastes.
As part of our Brew a Better World strategy, Heineken®
reinforced its commitment to responsible consumption.
In 2022 we launched two bold new ‘When You Drive
Never Drink’ campaigns, leveraging our partnerships with
F1™ and W Series to drive real positive behaviour change.
The campaign was activated across 42 markets, and we
are on track to spend at least 10% of our global Heineken®
media budget to reach a minimum of 1 billion consumers
with this important message. The Heineken®
#workresponsibly platform highlights the importance of
sociability and connection. In 2022 we launched The
Closer, a device that will close your laptop as it opens a
beer with the aim to spark conversation on work-life
imbalance, with a smile. The fully sustainable Heineken®
Greener Bar made appearances in 2022 at the Electric
Picnic Festival in Ireland, F1™ in Zandvoort, the
Netherlands, and the UEFA Women’s EURO.
Driving premiumisation at
scale, led by Heineken®
Heineken® continues to win
value share everywhere
Over the past year we have continued our focus on building
direct connections with customers and consumers with
campaigns that express our personality as the most open-
minded brand in the world. Our goal is to be the beer brand
of choice for Gen Z by 2030. As per the Kantar BrandZ 2022
global survey, Heineken® was the fastest growing in brand
value among top alcohol brands, driven by its strong growth
momentum, innovations and creativity. Heineken® volume
grew double-digits in more than 50 markets. The largest
market for our iconic brand is Brazil, followed by the US and
then China. The outstanding growth of Heineken® Original
was bolstered by the remarkable performance of its line
extensions. We continued expansion of Heineken® 0.0,
which saw particularly strong growth in Europe and the
Americas regions. Heineken® Silver more than doubled its
volume, driven by excellent performances in Vietnam and
China and its global roll-out, reaching 28 markets in total by
the end of 2022. The exciting line extension provides Gen Z
with a premium alternative designed to be a smooth beer,
brewed at -1° Celsius for a fresh taste. The Heineken®
brand’s world-renowned creativity was recognised at this
year's Cannes Lions, the prestigious Festival of Creativity,
winning 21 awards and credited as the most awarded
alcohol brand.
Heineken® driving meaningfulness,
sustainability and responsibility
Heineken® connects with millions of consumers every year
with world-class campaigns and sponsorships to share our
brand DNA in a meaningful way, as well as to highlight our
sustainability goals and responsibility initiatives.
In 2022, we launched the ‘Cheers to All Fans’ (CTAF)
campaign, making our football campaign across both the
men’s and women’s game about tackling gender bias
affecting football's players and fans. 2022 was
Heineken®’s first year as a leading sponsor of the UEFA
Women’s EURO, with the objective to become the most
inclusive sponsor of the tournament. The ‘CTAF’ spot was
used in tournament activations, as well as for the UEFA
Champion’s League and UWCL. The campaign fuelled
creativity from our teams around the world. For example,
HEINEKEN UK launched ‘The 12th Woman’ campaign,
standing for one passion, one tournament and one subtle
name change to a familiar football phrase, rallying all fans
regardless of gender.
The Heineken® Silver launch delivers a new meaningful
option within our portfolio, for the next generation of beer
drinkers who crave moments with friends that are ‘Extra
Fresh, for Real’. We first experimented with the Metaverse,
launching Heineken® Silver from our virtual brewery before
expanding to the real world. Inspired by the ‘Instagram vs.
Reality’ viral trend, Heineken® then teamed up with real
content creators to show that overly airbrushed advertising
is a thing of the past.
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Shape the future of beer and beyond
Lagunitas – Leading the IPA segment
Born in Northern California in 1993 on a kitchen stove,
Lagunitas has since been made available in more than
30 markets. In 2022, Lagunitas continued to grow
internationally. Brazil, France, Italy and the Netherlands
grew double-digits and continue to scale up the iconic
Lagunitas IPA. In the US, the local team successfully
launched the new range Disorderly Tea House, a 5% ABV
hard tea brewed with real guayusa tea leaves, accelerating
the brand’s expansion beyond IPA and beer.
Amstel – Further spreading the spirit
of Amsterdam
Amstel, the second-largest international beer in our
portfolio, is available in over 110 markets across the world
and has seen exceptional volume growth in 2022. A record
year for the brand, the 24% volume growth was driven by
double-digit growth in more than 15 markets. Key markets
Brazil, South Africa, Mexico, Spain and the Netherlands
delivered above their ambitious plans, and in China and
India the brand is growing volume and equity steadily. In
South America, Amstel successfully extended its sponsorship
agreement with CONMEBOL for the Libertadores and
Sudamericana football platforms until 2026. In line with our
global commitment to inclusion and diversity, Amstel is now
also a proud sponsor of the Copa Libertadores Feminina for
the next four years. Additionally, we have partnered again
with Big Brother Brazil.
Tapping into consumer trends in health and wellness,
Amstel Ultra continues to grow rapidly in Latin and South
America, supported by our global ambassador Rafa Nadal
smashing historic records in tennis. Amstel 0.0% continues
to grow steadily, driven by a successfully launched new
recipe in the Netherlands. Together with the Amstel Malt
variants in the Africa, Middle East & Eastern Europe region
in particular, Amstel remains the second-largest contributor
to our non-alcoholic portfolio.
Birra Moretti – Villa Moretti
Birra Moretti is all about sharing the authentic taste of
Italy. The brand continues to accelerate across key
markets in Europe, with outstanding growth in volume and
value share in the Netherlands, Serbia, Romania,
Switzerland and Ireland. In the UK, Birra Moretti more
than doubled in volume and became the market leader of
the premium segment in value. Birra Moretti continues to
inspire people around the world to ‘Enjoy Life’s Simple
Pleasures’ and live the Italian way through a number of
key initiatives. It successfully launched Villa Moretti in
Tuscany, a full experiential event for consumers,
influencers and customers to share in the Italian lifestyle
with Birra Moretti, from pasta making to viewing Italy
from the air in the Birra Moretti hot air balloon.
International Brands
The Year of the Tiger
2022 was the year of the tiger in the lunar calendar, and the
Tiger brand was the #1 international premium beer in Asia.
Tiger celebrated with a large global campaign, launching
‘The Year of the Tiger’ across seven Asian markets. The
campaign celebrated those who uncaged their inner tiger
and dreamed big for the year ahead. It featured a number
of firsts for the brand, including the launch of 6,688 Tiger
NFTs in Malaysia. These sold out within 10 minutes, raising
over €850,000, 30% of which was allocated by Tiger to
support up and coming artists and musicians to follow their
passions. The year of the tiger was the brand’s biggest year
on record, surpassing 2019 performance as it exceeded
15 million hectolitres for the first time. Tiger continued its
strong growth outside of Asia, becoming the fastest
growing lager in Nigeria, and in the Americas continued its
strong growth in Brazil, led by on-trade hitting key targets as
part of the brand’s growth strategy.
Tiger Crystal continued its strong growth across Asia, led by
Vietnam and the Tiger Crystal global campaign ‘Brewed for
Fire’ with the introduction of the new activation platform
Tiger Crystal Rave.
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Shape the future of beer and beyond
International Brands
Premiumisation
Sol – Live from the Sunny Side
Sol grew in key markets this year, such as Chile and South
Africa, and remains important in Brazil. A new campaign
called ‘Live from the Sunny Side’ launched in Chile in
December 2022. The campaign shines a light on optimistic
young consumers and has been followed by a complete
visual identity update that makes the brand even more
distinctive and relevant for newer generations.
Edelweiss – Chalet Edelweiss
Edelweiss, our premium Wheat Beer from the Alps, kept
expanding in new markets such as Chile. Since July,
Edelweiss has been locally brewed in Vietnam, and soon in
China and Malaysia, to accelerate roll-out.
Earlier this year, the brand invited a group of 14 famous
influencers from its different markets to embark on a
snowy alpine experience at Chalet Edelweiss. Social media
celebrities were filmed throughout the trip, resulting in a
new campaign that captures the spirit of freedom and
playfulness that has become synonymous with the
Edelweiss brand.
Premium beer volume grew 11.4% and outperformed the
broader portfolio with growth in the majority of our
markets, led by Heineken®. In 2022, we accelerated
premiumisation at scale via our international brand
portfolio, complementing Heineken® by connecting with
an even more diverse range of consumer needs.
With our Next Generation brands, we have set out to build
premium brands that connect with the values of Gen Y and
Z. For example, El Águila in Spain, Messina in Italy and Birra
Moretti, bringing the authentic taste of Italy to a growing
number of new consumers across 64 markets. These brands
are all increasing brand power and accelerating the growth
and premiumisation of our beer portfolio in Europe by being
meaningful and different to a new set of consumers.
Desperados – Go Desperados
A strong example of our forward movement in
premiumisation is our spirited beer brand Desperados,
which continued its momentum and grew in the mid-
single-digits. This was driven by its core markets in Europe,
particularly France, and successful expansion in Africa with
accelerated growth coming from the launch in Nigeria.
Desperados Virgin 0.0% expanded into Germany in
addition to France, the Netherlands, Poland and Belgium.
The brand continued to embrace its spirit of wild
experimentation with its Go Desperados creative platform,
designed to capture the essence of Desperados by inviting
people to try new things and pour some unusual in their
lives. This was further reinforced by a new product-focused
campaign co-created with emerging and established
artists from Africa and Europe. Desperados also expanded
its dance-powered app, Rave to Save, to make parties
more unusual with unexpected rewards as well as through
raising money for causes that make the dance scene more
inclusive and diverse. To date, the app has realised over
15 million dance steps.
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Shape the future of beer and beyond
Explore beyond beer
Pioneer choice in
low- & no-alcohol
The global trend for wellness continues, and we see
continued growth in the hydration segment offering
healthy adult refreshment without the compromise on
taste. Our low- and no-alcohol portfolio grew by a low-
single-digit, reaching 15.5 million hectolitres in 2022.
We remain the global market share leader in the 0.0 beer
category, led by Heineken® 0.0. We believe you should
always have a choice of non-alcoholic beverages available,
and in 2022 we continued to innovate and extend 0.0
options within our great portfolio of global and local
brands. These include: Desperados Virgin Mojito 0.0%,
Cruzcampo Gran Reserva 0.0 and Zlaty Bazant Fresh Apple
Radler 0.0%. In Mexico, we are currently introducing Tecate
0.0, a non-alcoholic variant to our second-largest brand
globally by volume, aiming to counter the stigma that beer
cannot be enjoyed during mid-day meal occasions.
Our flagship Maltina brand in Nigeria is growing in the
low-single-digits with the extension of the brand into
pineapple and coconut flavours. Lagunitas Hoppy
Refresher, launched in the US this year, is an IPA-inspired
adult beverage proposition of hop-infused sparkling water
that is zero alcohol, zero carbohydrate and zero calorie,
made using everything we know about hops.
Stretching beyond beer
In 2022, we have remained committed to win with our
expanding portfolio of refreshing brands, focusing on line
extensions as we stretch beyond beer. The spirit of
experimentation is happening around the globe, one
example being the stretch of the beer brand Dos Equis in
the US into Ranch Water and Lime & Salt, as well as Sol
Mangoyada in Mexico. Desperados Alcoholic Sparkling
Water, launched in the Netherlands, is a refreshing
sparkling water with the known Desperados kick of Tequila
and Lime.
Recognising the continued growth in the energy category,
and with an ambition to differentiate, HEINEKEN created
a new energy drink powered by malt. In the first move,
HEINEKEN is focusing its efforts in established malt drink
markets across the Africa, Middle East & Eastern Europe
region. With distinctive positioning and targeting younger
generations, we launched ZAGG, a malt-based energy
drink, entering a new category in Nigeria with potential to
scale beyond within the region.
Leading the cider category
Continued strong performance and new releases in the
cider category this year have strengthened HEINEKEN’s
position as the world’s leading cider producer. Cider volume
grew low-single-digits to 5.0 million hectolitres with growth
outside its home market in the UK, mainly driven by
Strongbow in South Africa, Mexico, Vietnam and Canada.
The key to this year’s performance has been the launch of
Strongbow ULTRA, a new and refreshing Cider that has low
calories per serving. The recipe is specific by country, but
always less than 100kcal. ULTRA Dark Fruit launched in
March in the UK, but was quickly followed by launches in
Canada and Australia.
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Fund the growth, fuel the profit
Fund the growth,
fuel the profit
Our growth algorithm aims to deliver superior, balanced
growth enabled by incremental investments behind the power
of our brands, digital transformation, capabilities and
sustainability objectives. We are bringing balance to our
growth, investing behind the power of our brands which
enables us to price responsibly.
To fund the growth and offset inflationary pressures, we are
structurally addressing our cost base and building a cost-conscious
culture. We are embedding this into an ongoing continuum of
productivity improvements to fuel profit growth ahead of revenue
growth over time.
We continue to build on the strong foundation of operational
excellence established across our supply chain, driving end-to-
end productivity savings. Our broad network of increasingly
connected breweries unlocks harmonised ways of working,
leveraging our scale advantage and delivering world-class
customer experiences.”
Magne Setnes
Chief Supply Chain Officer
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Fund the growth, fuel the profit
We continued to invest in our business and in addition, we
reversed the significant cost mitigation actions undertaken
in 2021 to partially offset the financial impact of COVID-
related restrictions. Last year these represented a reduction
of expenses (beia) of circa €0.5 billion for the full year
relative to 2019.
Our teams are advancing thousands of initiatives across all
our operating companies and the head office. We are also
accelerating large-scale transformation programmes, such
as the transition to a network model for our supply chain
in Europe.
We are improving our performance on cost and
embedding cost management in the capabilities of
the organisation.
Our continued progress and these achievements gave us
the confidence to declare our new ambition to deliver
ongoing productivity gains of €400 million year on year.
New cost capabilities in action
During 2022, we made significant progress in the delivery
of our productivity programme, targeting €2 billion of
structural gross savings by 2023, relative to our cost base
of 2019.
Around two-thirds of our productivity savings in this
programme will come from our supply chain, where we
have been building new cost capabilities whilst addressing
structural inefficiencies.
For example, in Europe, we are building on the strength of
our local production footprint with new networked hubs to
create centres of functional excellence, including in our
Sales and Operational Planning. This is enabling improved
service delivery to multiple customers across multiple
markets, whilst also driving cost efficiencies at scale.
Our networked approach also supports how we share
information and implement best practices across
functions and geographies, to embed the cost-conscious
culture in our DNA.
Our commercial productivity programmes are designed to
optimise the efficiency of sales and marketing investments
on a more focused portfolio of brands that are driving our
growth agenda, at scale – including Heineken® Silver, which
has been launched in 25 new markets in 2022.
We are also making significant steps in FTE productivity,
consistently in the right direction, whilst investing in the
talent and future capabilities we need to deliver our
strategic objectives. The share of employees in our head
office working on Digital & Technology has increased by
around 50% since 2020, supporting our ambition to
become the best-connected brewer.
Fuel the profit of the future
The EverGreen strategy represents a multi-year journey,
and our cost-conscious transformation is designed to
continue to fuel the profit of the future.
During 2022, we made significant progress in the delivery
of our productivity programme, targeting €2 billion of
structural gross savings by 2023, relative to our cost base
of 2019. By the end of 2022, we captured €1.7 billion of
these gross savings and are well on track to deliver ahead
of our target in 2023.
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Raise the bar on sustainability and responsibility
Brew a Better
World 2030
In 2021, we stepped up our ambition in sustainability and
responsibility when we announced our Brew a Better World
2030 strategy. Our approach has three pillars which guide us
on the path to zero impact on the environment, an inclusive
fair and equitable world, and moderation and no harmful use.
Now, it is time to build execution and operational momentum
towards our goals. Our operating companies have been working to
implement the new strategy and bring the ambitions to life through
local initiatives. At the same time, we are embedding the strategy
across our global business, in every decision we make and action
we take.
While we still have much to do, we are making good progress and
can see the forward momentum achieving results. We are
supporting delivery through sustainability-linked long-term
incentives for all our leaders and fully integrated performance
management across all operations globally.
Weaving sustainability and responsibility into the fabric of
our balanced growth strategy, EverGreen, is not just the
right thing to do – it’s building business resiliency in an
increasingly volatile environmental and social context.”
Stacey Tank
Chief Transformation and Corporate Affairs Officer
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Raise the bar on sustainability and responsibility
Environmental
Mobilising our global organisation
on the path to net zero impact
HEINEKEN’s Brew a Better World ambition is to operate
across a net zero value chain by 2040. This is 10 years
ahead of the Paris Climate Agreement deadline.
To drive progress, our interim target is a 30% absolute
reduction in emissions across the value chain by 2030.
Our first mission is to deliver net zero emissions across our
operations (scope 1 and 2) by 2030 and to engage
stakeholders across our value chain to reduce scope 3
emissions by 21% by 2030.
In 2022, we reduced our scope 1 and 2 emissions by 18%
vs. 2018 baseline meaning we are on track for our 2030
goal. We are driving progress in scope 3 by engaging our
top packaging, cooling and raw material partners globally
to set science-based targets and unlock low-carbon
solutions. We also achieved an “A” score for Climate from
the Carbon Disclosure Project (CDP) in 2022.
Investing in renewables
Brewing is an energy-intensive activity, but we are making
progress globally to shift to renewable sources in our
production sites. This protects us from rising energy prices
and supports the journey to net zero. Two-thirds of our
energy needs are thermal and the remaining one-third is
electricity. We are joining forces with other companies to
source renewable energy through Power Purchase
Agreements and we rely on innovation to drive progress
and reduce the need for fossil fuels. Examples of projects on
the ground include:
– In Cambodia, we opened the country’s first bioenergy
plant which uses rice husks, an agricultural by-product,
to supply 100% of the brewery’s thermal energy needs.
– In Spain, we are constructing our first-ever thermal solar
site, an innovative project that uses the sun’s heat to
generate renewable thermal energy and is expected to
reduce the brewery’s carbon footprint by 60%.
– In South Africa, a new solar plant will reduce the
brewery’s carbon impact by around 30%.
Facilitating access to renewable energy
We are also working to facilitate access to renewable
energy for key stakeholders in our value chain.
– In Brazil, we launched Heineken® brand’s purpose to
‘Green Your City’ based on three pillars: circularity, urban
reforestation and green energy. In one of the campaigns,
we facilitated access to renewable energy for consumers
and customers. A TV ad reached 30 million households,
which raised awareness to the topic and achieved
significant results: more than 135,000 customers and
consumers registered and a total of 10,000 contracts
were signed to receive renewable energy.
Improving water usage and leading on
water stewardship
Our 2030 water strategy – Towards Healthy Watersheds –
looks beyond traditional water usage to prioritise the health
of local watersheds, especially in water-stressed areas. As
well as actively improving our average water usage and
managing wastewater in our operations, we also look
closely at the local context to manage our impacts and
promote water security beyond our brewery walls. Our
multi-year water balancing programmes and collaboration
with stakeholders in the same watershed are delivering
positive outcomes on the ground.
We set a target to reduce our water usage to 2.6 hl/hl beer
by 2030 in water-stressed areas and 2.9 hl/hl for all sites.
We have improved average water usage from
5.0 hl/hl to 3.3 hl/hl compared to 2008 across all sites,
representing a 34% improvement.
26 of our 31 sites in water-stressed areas have now started
water balancing projects and 29% of these sites are fully
water balanced. Projects range from innovative nature-
based solutions to infrastructure investments and
development. Other highlights include:
– Our operation in Mexico continues to be our most water
efficient operation globally. The Meoquí brewery used
less than 2 hl/hl of water to brew 1 hl/hl of beer in 2022.
Up to 40% of effluent reclaimed through the water
reclamation plant is used for cleaning purposes,
reducing reliance on freshwater.
– We established three new wastewater plants in Haiti,
Serbia and Nigeria, which brings us closer to the 2023
goal to treat 100% of our wastewater.
– In Vietnam, we partnered with the WWF to replant
forests which help regulate basin water supplies, putting
us on track to be fully water-balanced there by 2025.
We proudly support the COP27 Business Declaration on
Climate Resilient WASH to create systemic pathways towards
universal access to water, sanitation and hygiene (WASH)
alongside 25+ global businesses and 15 expert organisations.
Making progress on circularity by focusing on
reusability and recyclability
When it comes to circularity, more than 75% of our
production sites are now landfill-free, meaning 99% of our
total volume of waste globally was reused or recycled in 2022.
We are progressing towards our target to send zero waste to
landfill for all our production sites worldwide by 2025.
We have started developing a circularity strategy focused
on key areas where we can reduce our material footprint,
improve reusability and increase recyclability. Making our
product packaging returnable is a priority and
approximately 38% of our packaging is now produced in a
returnable format. We want to build on this by supporting
existing and emerging deposit return schemes and other
mechanisms to drive reuse at scale.
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Raise the bar on sustainability and responsibility
Social
Walking the talk on the path to an
inclusive, fair and equitable world
HEINEKEN has always believed in fairness, human
connection and the joy of true togetherness. We think
inclusion starts with courageous leadership and that we all
have a role to play to champion a culture of belonging.
In 2022, we launched a new ALL-Inclusive Leadership
e-learning which is mandatory for people managers and
available to all employees worldwide. We aim to have all
managers trained by the end of 2023.
Between them, our operating companies delivered more
than 260 engagement initiatives to raise Inclusion &
Diversity (I&D) consciousness. These included listening
and dialogue sessions and workshops on cultural diversity.
We have grown from 19% women in our senior leadership
in 2017 to 27% in 2022 (2021: 25%). Our aim is to reach
30% by 2025 and 40% by 2030. We also aim for equal
pay for equal work between female and male colleagues
and want to ensure that all employees worldwide earn at
least a fair wage by 2023.
As part of our ambition to create a positive impact in our
communities, we have reached our annual target of
having a social impact initiative in place in 100% of our
in-scope markets. Many of these partnerships work to
reduce social inequality, or focus on the restoration and
preservation of natural habitats. We also increased the
volume of locally sourced agricultural ingredients in Africa
by 26% compared to a 2020 baseline, meaning we are
halfway to our goal of 50% by 2025.
Our safety, health and well-being strategy reflects our
company value of Care and is focused on shaping a leading
safety culture. We do our utmost to ensure every colleague
and contractor returns home safely at the end of the day.
Creating a diverse and inclusive workforce through
leadership training and career development
We are levelling the playing field for women and men
through global initiatives that are adapted to local
contexts, including:
– Women in Sales, which represents a large part of our
business. To increase the number of women in senior
management, we need to develop our full talent pool.
The Women in Sales initiative puts special focus on the
recruitment, development and career advancement of
women in sales, identifying challenges and removing
barriers to progress. The initiative is implemented locally
according to the reality of each operating company.
– In Nigeria, we created a support programme for nursing
mothers, including daycare and supported female back-
office managers in their transition to frontline roles.
– In Brazil, roles in sales previously required a motorcycle
licence but only 15% of women who drive have a
motorcycle licence. We adapted our processes to
include using a car which increased the number of
female hires.
– In Cambodia, the number of women in middle
management sales positions went up from 9% to 32%
between 2019 and 2022. The drivers included
implementing an inclusive parental policy, equal
opportunity via standardised recruitment processes and
a flexible work policy.
We also champion diversity around the world through
external initiatives like the 'Cheers to All Fans' campaign and
sponsorship of the 2022 UEFA Women’s EURO.
As a result of our actions, HEINEKEN was included in the
Bloomberg Gender-Equality Index, as one of 484
companies worldwide committed to more equal and
inclusive workplaces.
Improving working conditions for
third-party workers
In Nigeria, we have worked with 76 outsourced service
providers who employ 10,000 people over the last three
years. Together with the service providers, we have
improved management systems and business process to
systematically improve the living standards and working
conditions of third-party workers. This has resulted in wage
payments that are 70% above the national minimum,
provision of medical insurance, pension, and other benefits.
In 2022, we implemented a 57% wage increase for all
third-party employees in the country. Our plan is to make
yearly increases of between 25-30% to achieve our fair
wage ambition by the year 2025. In addition to this,
we executed capability development programmes on
management systems which have further strengthened
their business process.
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Raise the bar on sustainability and responsibility
Normalising alcohol-free beer
We don’t want to just brew responsibly – we want
everyone to drink responsibly too. Our aim is to empower
consumers to select the right beverage for the right
occasion, everywhere and at any time of day.
In the UK, we partnered with ITV to normalise alcohol-free
beer among mainstream TV audiences. Heineken® 0.0 is
available on draught and drunk by the characters from
two of the UK’s most famous TV pubs: Coronation Street’s
Rovers Return and Emmerdale’s Woolpack.
Responsible
A consumer-centric approach on the path
to moderation and no harmful use
Brew a Better World means empowering consumers by
providing choice, transparency and zero tolerance of the
harmful use of alcohol.
Heineken® 0.0 is now available in close to 110 markets
(2021: 100). By the end of 2023, we aim to provide a zero
alcohol option for at least two strategic brands in most of
our operating companies, accounting for 90% of our
business by volume. By the end of 2022, we were at 46%
(2021: 43%).
Non-alcoholic products will play an increasing role in
HEINEKEN’s industry-leading messaging on responsible
consumption and moderation.
To continue to lead the debate, our operating companies
invested 11% of Heineken® media spend reaching
1.2 billion unique consumers worldwide through
responsible consumption campaigns.
We take great pride in the creativity and ingenuity of the
talented people who bring our brands to market and we are
committed to world-class advertising. Launched in October,
our refreshed Responsible Marketing Code reflects industry
best practice and demonstrates our unwavering
commitment to respectful, truthful and responsible
marketing aimed at adults. It addresses our growing low-
and no-alcohol business and digital media initiatives via
social media, apps, influencers and advertising on gaming
platforms, in the Metaverse and e-commerce.
Partnerships to address harmful drinking
Harmful drinking is damaging to the people involved and
their communities, as well as our industry and reputation.
We have set up partnerships around the world to tackle
harmful use such as drink driving, under-age drinking,
excessive consumption, drinking while pregnant and
alcohol addiction.
In South Africa, we partnered with AWARE.org to raise
awareness on the dangers of drunk walking. The campaign
was anchored by media activations, including TV, radio spots
and billboards that encouraged drivers and pedestrians to
plan their way home safely before having a drink.
In Croatia, our 10-year partnership with the TESA
Psychological Centre supports parents and teachers to have
meaningful conversations with teenagers about drinking. In
2022, 58 schools applied to be part of the programme and it
continues to grow every year.
Making moderation cool
‘When You Drive, Never Drink’ is our long-standing flagship
campaign which promotes an anti-drinking driving message.
One of the actions of this campaign is to partner with
mobility apps to offer consumers a discount coupon to get
them home safely. After a successful implementation in
the US last year, the partnership with Uber was extended
to other markets, including Brazil, Mexico, Spain and
South Africa.
100% of our in-scope markets had a partnership to
address alcohol-related harm by the end of 2022.
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Become the best-connected brewer
Become the
best-connected
brewer
HEINEKEN wants to become the best-connected, most relevant
brewer, for customers and consumers living in the digital age.
To achieve this, we are digitally transforming our business and
modernising our tech landscape at the same time.
HEINEKEN has increased investments in its digital transformation to
build a future-proof company. To become the best-connected brewer,
HEINEKEN needs to digitise its route-to-consumer, unlock the value of
data, simplify and automate our end-to-end processes, build a more
modern technology landscape (the Digital Backbone) and create a
digitally enabled organisation. We have significantly stepped up our
capabilities in eCommerce and data and analytics, while at the same
time we continue to rationalise our IT infrastructure.
We are investing further in our digital customer and
consumer connections, digitally enabling our sales force and
connecting our equipment as we transform our route-to-
consumer to maximise the customer experience and value
and to grow our business in a digital world.”
Ronald den Elzen
Chief Digital & Technology Officer
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Become the best-connected brewer
eCommerce (D2C and B2C)
To continue to adapt to shifting consumer behaviours,
we further increased investment in eCommerce in 2022.
We focused on three different platforms. Beerwulf is the
leading direct-to-consumer (D2C) online beer platform in
Europe, active in 11 markets. GLUP is our business-to-
consumer (B2C) rapid-delivery company in Mexico,
using our network of SIX stores with a value proposition
designed to delight consumers who want beer, beverages
and more delivered in less than 60 minutes. It also
leverages on HEINEKEN Mexico’s suite of sponsorships,
offering consumers the opportunity to access and enjoy
great sports events or live music experiences. Finally we
have Drinkies, our eB2B2C platform now used in markets
such as Egypt and Malaysia.
Data-driven consumer and
customer insights
In 2022 we continued to expand our footprint with
connected equipment. Connected equipment can connect
to the internet (IoT) and helps both our customers and
HEINEKEN to optimise service and delivery, as well as
using data that will help grow the business of our
customers. For example, this year we rolled out the Shelf
Image Recognition app to increase execution at the point
of sale and minimise out-of-stocks. This is now available in
Mexico, Poland and Romania. AIDDA (AI Data Driven
Advisor) is an event-driven, AI-based app within our
eBusiness team designed to support our sales reps and
help our customers to grow. We use data to create
category insights for HEINEKEN and to make our sales
organisation more effective and efficient.
Digitise our route-to-consumer
Our world is moving ever more online, and so are our
consumers and customers. HEINEKEN is building out its
competitive advantage by using data to create the best
consumer insights and to help our customers grow their
business. Our sales organisation is evolving from order
takers to ‘data-driven business consultants’.
eB2B platforms
At HEINEKEN, our aim is to always maximise customer
experience and value with a focus on customer
convenience. Our eBusiness-to-business (eB2B) continues
to grow significantly. We have created a global eBusiness
team, driving this capability across all HEINEKEN markets.
By the end of 2022 we implemented proprietary apps to
take orders from our customers in more than 30 markets.
We will start migrating our eB2B platforms under a single
brand name and identity: eazle, business made easy.
In total, more than 50% of our revenue in fragmented
trade, for instance bars and small independent stores,
was brought in via our own apps. This is to include modern
trade, for instance grocery stores and supermarkets,
where almost 80% of all our orders are now digitised.
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Become the best-connected brewer
Since 2018 we have been on a journey to digitise our
Supply Chain. This programme is called ‘the Connected
Brewery’. The Connected Brewery supports the shop floor
in their increasingly complex tasks and unlocks
opportunities through insights that we never had before.
We collect machine data to improve productivity, quality
and sustainability. By the end of 2022, almost 50
breweries have been connected to the HEINEKEN data
layer, which has allowed, for example, smart algorithms to
create actionable insights to improve performance on
packaging lines. Our unique platform has made these
algorithms scalable across all our breweries.
Simplifying and automating
our end-to-end processes
By simplifying and automating our E2E processes, we can
unlock significant efficiencies whilst improving internal and
external user experience.
Our systems for our supporting functions like HR,
Procurement and Planning are being standardised, where
we create ‘automation by design’ as well as enhanced user
experience for our employees. For example, Robotic
Process Automation, including the use of ChatBots,
notably in our shared service centres.
Unlocking the value of data
Data analytics has become a central capability across all
industries, revolutionising the way companies operate by
extracting previously undiscoverable business insights
from data. More and more data is becoming readily
available by the second. HEINEKEN’s internally generated
data is complemented by machine data, for instance data
gathered from our breweries, or cash registers in outlets,
along with increasingly more external sources. Our Global
Analytics department uses machine learning and artificial
intelligence (AI) to collect and analyse these inputs in
order to support smart business decisions across the entire
value chain, from brewer to distributor and all the way to
the consumer.
To unlock the value of data, and to scale Global Analytics
use cases across all our markets, HEINEKEN continues to
deploy a global Data & Analytics platform. This platform
allows for easy accessibility and scalability of the most
relevant use-cases across our entire business.
Our analytics models deliver both cost savings as well as
generate additional revenue. Key analytics models that
have been deployed include product recommendation,
promotion optimisation, churn prediction, commercial mix
optimisation and machine stop analysis.
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Become the best-connected brewer
Building a modern technology
landscape (the Digital Backbone)
Create a digitally enabled
organisation
We have significantly stepped up our capabilities within
the global Digital & Technology function, with the creation
of a global eBusiness team, the building up of tech hubs in
Krakow, Vietnam, Egypt and South Africa and a significant
‘upskilling’ effort across the entire business.
To become the best-connected brewer, HEINEKEN will
need to digitally transform both the front-end (our route-
to-consumers and analytics) and the back-end (simplifying
and modernising our IT landscape). HEINEKEN historically
has a widely varied technology landscape, with many local
applications. In 2022, we continued to simplify and
rationalise our technology landscape, moving applications
to the cloud and consolidating our ERP systems.
In 2022 we completed the SHARP-X programme where
we simplified and harmonised our finance processes
across 24 European markets on S/4HANA. By
transforming and adopting more standardised processes
and a different way of operating, the Finance function will
become significantly more efficient and be enabled to
better focus on adding value to the business.
We also continued preparations for our modern
technology architecture, our Digital Backbone. The Digital
Backbone consists of a Digital CORE (a lean ERP system),
surrounded by specific cloud platforms. This programme
will move all our operating companies to a lean and
modern ERP system, playing a pivotal role in data and
integration. The Digital Backbone builds on the successes
of the BASE and SHARP-X programmes, which together
made HEINEKEN more agile and efficient by
standardising core business processes in Finance,
Procurement, Production, Logistics and Sales, and aims to
have a new and modular technology architecture in place
by 2028.
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Unlock the full potential of our people
Unlock the
full potential
of our people
At HEINEKEN, we stand by our purpose of ‘brewing the joy of
true togetherness to inspire a better world’, and we bring it to
life by promoting true human connections and a ‘we’ culture
amongst our people.
People are at the heart of our business. Our success depends on our
ability to respond to changing market conditions while staying true
to our company values: passion, courage, care and enjoyment –
and heritage.
In 2022 we continued to navigate unprecedented changes in the
workplace, which required us to adapt and continuously embrace
learning and growth. We are boosting our strategic capabilities, talent
attraction and development to ensure we have highly motivated and
capable people, the right culture and strong organisational health.
We continue to support the business to respond to constantly shifting
priorities – always putting our people first.
Our business will only thrive if our people and communities
thrive. We continue shaping a culture of belonging and true
togetherness that enables growth. Our ambition is to unlock
the full potential of our people and organisation, by balancing
our passion to win, care for people and deliver results. ”
Yolanda Talamo
Chief People Officer
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Unlock the full potential of our people
Unleash our diverse talent
Our people are as diverse and unique as our brands. In
2022 we made progress towards our Inclusion & Diversity
(I&D) strategy, with focus on three key areas: courageous
leadership, creation of an inclusive environment and
fostering fair and equal opportunities.
We have the ambition to improve the gender balance
across our senior management population, with the goal
of 30% women by 2025 and 40% by 2030. At the end of
2022, 27% of our senior managers are women. WIN
(Women Interactive Network) and Women in Sales are
two of our global initiatives to level the playing field for
women in leadership at HEINEKEN.
We are also committed to cultural diversity, aiming for at
least 65% of country leadership teams to be regional
nationals by 2023, and 100% of our managers to be
trained in Inclusive Leadership by 2023.
This year we launched a new ALL-Inclusive Leadership e-
learning, mandatory for all people managers and available
to all employees worldwide, to embrace learning and
growth and to champion a culture of belonging. We
continue to conduct listening and dialogue sessions in every
country and function, to enable people to share their
experience of inclusion and to inform improvement actions.
We had even more employees driving positive change
together this year via our Employee Resource Groups,
including the launch of the TogetHERness Global Network
of Women and Allies and new local groups of HEINEKEN
Open and Proud (HOP) in several countries.
Our brands are embracing I&D in many ways through
campaigns such as Heineken’s ‘Cheers to all fans’. Our
Amstel brand partnered with The Human Library
organisation to ‘unjudge’ people and break stereotypes.
Visit page 142 to learn more about what we have
done on our social ambitions
Building a bright future
Strengthening our winning culture
For our EverGreen strategy to flourish, we need a culture
and behaviours that enable the long-term sustainability of
our business.
We have developed a refreshed set of eight HEINEKEN
behaviours that have become a common language for
recruitment, personal development, leadership
development, performance and career conversations. We
take personal accountability to live these behaviours and
expect the same of each other every day.
We recognise that everyone plays a vital role in
strengthening our winning culture. As such, we have
aligned the development of our leaders, people managers
and individual team players to our desired culture shifts,
serving as role models to foster the needed agility required
to adapt to a rapidly changing world.
Talent and leadership development
Our people and our brands are our greatest assets. In 2022
we began raising the bar on talent and development to
match our brand positioning. We have shaped a new talent
strategy, grounded in new talent beliefs. We also shaped a
new potential model that considers three fundamental
elements: drive to win, inspire & engage and being curious.
These evolutions have led to fact-based talent and
succession management, including action-oriented people
reviews to ensure strong pipelines.
We have embarked on a journey with a renewed global
leadership development curriculum aligned to delivering our
EverGreen strategy. This year we have 80 participants in our
HIMAC senior manager programme, 100 women in our
Women Interactive Network (WIN) programme and 80
participants in our Accelerate programme. Overall in total,
our people achieved more than 740,000 training hours.
This year we have also implemented global assessment and
development centres for General Management and
Marketing functions. We will carry on creating these for all
of our key functions to ensure top quality talent to support
our business with clear and aligned development areas.
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Unlock the full potential of our people
Caring for our people
Safety, health and well-being
At HEINEKEN, the Safety, Health and Well-being strategy
reflects our company value of Care. We focus on shaping
a leading Health & Safety culture fully embedded in our
ways of working, counting on everyone’s leadership,
engagement and participation.
It has been a challenging time for all in the past year as we
continued to navigate the pandemic and adjust to a new
normal. With health and well-being as a key priority at
HEINEKEN, we focused on supporting our employees
through our HEI-Life framework. Four dimensions of well-
being were addressed: professional, emotional, social and
physical. We developed strategies to support our teams in
areas such as mental health and stress management as
well as to enable employees to successfully thrive in
challenging times.
We have collected our global and operating company
well-being initiatives and best practices under the HEI-Life
framework, promoting sharing and learning throughout
our HEI-Life community, fostering a culture where people
openly discuss and address well-being while embracing
enjoyment of life.
Our annual Climate Survey took place in September this
year with the purpose to better understand how our
colleagues experience working for HEINEKEN. More than
79,000 employees from 81 operating companies shared
feedback – a 92% response rate (91% in 2021).
Social sustainability
People and community remain at the heart of our values.
These values have grounded us for the past 158 years and
are the foundation for our future success.
In 2022 we continued our global Brew a Better World
ambition to create a fair and safe workplace for our more
than 85,000 colleagues, as well as third-party employees
working adjacent to our business.
Leveraging our partnership with an NGO, The Fair Wage
Network, we continued to benchmark and adjust
compensation to ensure every employee will earn a fair
wage, and not just the legal minimum wage.
Unfortunately, legal minimum wages are often
insufficient to afford a decent standard of living,
particularly in times of unprecedented cost of living
increases as we saw in 2022.
In 2022 we made progress on our equal pay for equal
work ambition, ending the year with 100% of our
operating companies having completed assessments and
100% with action plans to close any gaps.
Beyond HEINEKEN’s direct employees, we continued our
global initiative to ensure fair living and working standards
for third-party employees and brand promoters through
on-site, independent human & labour rights assessments
by Elevate Ltd.
Visit page 142 to learn more about what we have
done on our social ambitions
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Regional review
A balanced
geographic
footprint
Africa, Middle East
& Eastern Europe
Consolidated beer volume
39.2mhl
Americas
Consolidated beer volume
88.5mhl
Page 30
Page 31
Asia Pacific
Consolidated beer volume
48.0mhl
Europe
Consolidated beer volume
81.2mhl
Page 32
Page 33
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Africa, Middle East & Eastern Europe
Operating in Africa brings many challenges for HEINEKEN.
We are determined to learn from these and play our part in
raising the bar on sustainable and responsible business
practices. A recent IFC report highlights some of the impacts
achieved by our long-term barley development programme
in Ethiopia. Their analysis identified that 180,000 farmers
are engaged in malt barley production and that another
137,000 full-time jobs have been created in aggregation,
transport, processing and marketing. They also estimate
that the sector contributed close to ETB 18 billion in tax
revenue in 2021 and saved around USD 800 million via
import substitution.
We also took important steps in our BaBW social
ambitions. We believe that all our employees should be
able to afford a decent standard of living for themselves
and their families even where national minimum wage
policies are lacking. That is why all our AMEE operating
companies have implemented fair wages for employees
based on independent data from the Fair Wage Network.
We saw continued strong growth in 2022 across the region
building on the post COVID-19 recovery in 2021. In the
second half of the year there was increased
macroeconomic volatility and uncertainty in the region,
driven by significant inflation, currency devaluation, and
reduced access to hard currency. Consumer purchasing
power came under increased pressure, governments had
limited fiscal space, and we saw growing signs of social
instability in some markets. Despite these challenges we
retained a very strong performance for 2022 driven by the
performance of Ethiopia, South Africa, Nigeria and Rwanda.
In 2021, we announced our intention to acquire control of
Distell and Namibia Breweries to create a regional beverage
champion for Southern Africa. The transaction is still subject
to approval of the Competition Tribunal of South Africa,
and we continue to expect that it will close in Q2 2023.
The combined business will be one of the top five operating
companies of HEINEKEN, perfectly positioned to capture
significant growth opportunities in Southern and
Eastern Africa.
In March 2022, we announced our decision to leave
Russia. We aim for an orderly transfer of our business to a
new owner in full compliance with international and local
laws. We continue to make progress to transfer the
ownership of our business in Russia whilst dealing with
frequently changing regulations. We aim to reach an
agreement in the first half of 2023.
We continued to premiumise our portfolio in Africa, Middle
East & Eastern Europe (AMEE), led by Heineken®. Total
premium lager (excl. Russia) grew by 4.2%, outperforming
the region. Heineken® continued its momentum, growing
double-digit in volume and above 20% in revenue. The
growth is well-balanced across the region with particularly
strong performance in South Africa recovering to pre-
pandemic levels. Brand power is growing in the majority of
markets driven by successful UEFA Champions League
activation, launch of the ‘Credentials’ campaign, and
complemented by the ‘Afterwork’ activation platform.
Amstel, the second largest brand in the region, also
showed good momentum with volume growing double-
digit and revenue growing above 30%. Key contributors
include South Africa, Burundi and Rwanda. In 2022 we
launched a new regional positioning, supported by new
brand campaign and refreshed visual identity.
Tiger continues to grow in Nigeria, becoming the second
largest premium brand in the market after Heineken®.
We continued to expand our portfolio beyond beer,
expanding into the Flavoured category with
Desperados and Strongbow both growing above 30%
in volume, driven by strong performance in Nigeria and
South Africa respectively.
Our solid performance of Primus shows the strength of
Mainstream Lager in Central Africa driven by double-digit
growth in Democratic Republic of the Congo (DRC)
and Rwanda.
We continued to build a customer-centric culture across
the business. All markets launched robust customer service
measurement, resulting in systematic solutions to meet
the evolving needs of customers. This has resulted in
flexible solutions to enable faster, more efficient service
driven by digital accelerators, increasing precision in
customer and consumer investment, growing resource and
investment efficiencies.
Our Brew a Better World (BaBW) strategy took a
significant step forward with the launch of the 6.5MW
solar power plant next to our brewery in Sedibeng, South
Africa. Believed to be the largest brewery project on the
continent, 14,000 solar panels track the movement of the
sun throughout the day to generate around 30% of the
brewery’s electricity requirements.
Continued strong
performance
across Africa
We have deep roots in Africa. We think
in generations and invest for the long
term because we believe that Africa is
the next frontier of growth with rising
population, rapid urbanisation, and
continued GDP growth.”
Roland Pirmez
President, Africa, Middle East &
Eastern Europe
€554m
Operating
profit (beia)
(2021: €442m)
12.6%
Operating
profit (beia)
as % of total
(2021: 12.4%)
39.2mhl
Consolidated
beer volume
(2021: 38.9mhl)
6.4mhl
Heineken® volume
(2021: 6.7mhl)
€4,005m
Net revenue (beia)
(2021: €3,159m)
15.3%
Consolidated
beer volume
as % of total
(2021: 16.8%)
Key brands:
Heineken®
Amstel
Primus
Desperados
Mutzig
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Introduction
Americas
The Americas represents the largest profit pool for Global
brewers, and we are increasing our share. We continue to
grow in our key markets Mexico and Brazil while
expanding our footprint in the region in line with our
EverGreen strategy.
The premium beer portfolio grew double-digit in volume
led by Heineken® in Brazil and Amstel ULTRA in Mexico.
Heineken® 0.0 momentum continues with strong double-
digit growth consolidating our position as the leading 0.0
proposition in the region. Heineken® Silver has been
recently launched in Mexico and Chile. The Americas
region is now the largest region for the Heineken® brand.
In Mexico, revenue grew double-digit due to revenue
management initiatives with beer volumes growing single-
digit. Our premium beer portfolio grew in the high-teens, led
by Amstel ULTRA, Bohemia and Heineken®. The Dos Equis
franchise grew double-digit driven by strong marketing
investments and the continued growth of the Dos Equis
Ultra innovation. We remain market leaders in beyond beer
with continued double-digit growth of Sol “Mezclas” and the
Strongbow franchise. The On-Premise channel is back to
growth after lifting of COVID-19 restrictions. Our SIX retail
business exceeded 16,000 stores and is being leveraged to
deploy GLUP, our growing eB2C platform which already has
more than 200,000 active users. Mexico also announced
the construction of a new can manufacturing plant near
Meoqui, further enhancing the brewery’s legacy as a
pioneer in circularity and waste management.
In Brazil, beer volume grew high-single-digit fuelled by the
premium and mainstream portfolio. This has translated into
a sustained market share trajectory growing value share
ahead of volume share with intentional efforts behind
premiumisation and accelerated growth of our returnable
packaging SKUs. We have strengthened our leadership in
premium led by Heineken®, growing triple-digit versus pre-
pandemic levels, and Sol. Heineken® 0.0 continues to grow
in the high-teens and has consolidated its position as
segment leader. HEINEKEN Brazil is also now leading the
craft beer segment with Lagunitas, Baden Baden, Blue
Moon, and Eisenbahn styles. Our dual route-to-market
strategy is proving to be effective in achieving increased
reach across channels with continuously improved service
levels to our customers. The Ponta Grossa brewery
expansion phase 2 was completed and will create further
capacity for our premium portfolio.
The HEINEKEN USA business went through significant
supply chain disruptions leading to an overall volume
decline. The supply chain improved in the second half of the
year, yet most of the year faced unprecedented challenges
resulting in out-of-stocks. Heineken® 0.0 holds its position as
the #1 non-alcoholic beer in both volume and value. The
Dos Equis brand continues to expand its range via
innovations including Lime & Salt. We are gearing up for the
large-scale launch of Heineken® Silver with an investment of
more than €100 million in 2023.
We continue to accelerate our digital transformation with
our B2B solution HeiShop reaching close to €3.2 billion
GMV and 250,000 active customers. We have also
deployed our Connected Brewery programme over
15 breweries resulting in efficiencies and scalable
use cases.
Our regional performance is also supported by a strong
delivery in our Caribbean markets, particularly Suriname,
Jamaica, Saint Lucia, and Panama which are offsetting the
challenging situation in Haiti. Bahamas had a very strong
year growing top and bottom line by double-digits. We also
achieved positive results with our joint venture partners in
Chile, Colombia, Argentina, Paraguay and Belize.
We continue to make strides in our recent market entries
with Ecuador showing sustained market share gains and
Peru gaining distribution and setting up the fundamentals
for growth.
Within the Brew a Better World agenda, Brazil built a
sustainability platform called ‘Green Your City’ which is
based on three pillars: circularity, urban reforestation and
green energy. For example, during Brazil’s largest music
festival, Rock in Rio, Heineken® built a 900m2 urban forest
of native species of the Atlantic Forest to raise awareness
for a sustainable environment.
Mexico also launched the TECATE 18+ campaign, aiming
to raise awareness and generate conversations against
underage drinking. HEINEKEN USA continued with its
Behind the Label initiative, a multi-year platform
celebrating the people and passion that make up
HEINEKEN USA and our industry.
Strong
performance in
the Americas
We continue to invest and deliver
profitable growth in our core
markets, alongside increasing our
footprint in the region. Our focus
remains on premiumisation and
innovating in beer and beyond to
meet the needs of our consumers
and customers.”
Marc Busain
President, Americas
88.5mhl
Consolidated
beer volume
(2021: 85.4mhl)
22.2mhl
Heineken® volume
(2021: 19.6mhl)
€1,391m
Operating
profit (beia)
(2021: €1,215m)
€9,421m
Net revenue (beia)
(2021: €7,226m)
31.6%
Operating
profit (beia)
as % of total
(2021: 34.0%)
34.4%
Consolidated
beer volume
as % of total
(2021: 36.9%)
Key brands:
Heineken®
Heineken® 0.0
Dos Equis
Tecate
Amstel ULTRA
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A strong market recovery from the impact of COVID-19
restrictions and HEINEKEN’s superior relative performance
drove outstanding results in 2022. A broad range of
markets contributed to our overall success, including
Vietnam, India, Malaysia, Cambodia and Indonesia.
Our Asia Pacific region delivered double-digit top- and
bottom-line growth as we accelerated our recovery post
COVID-19 with the ongoing execution of our EverGreen
strategy. Premiumisation is our core engine of growth. We
continued to build fantastic momentum in our
international premium brands and broad portfolio of local
premium jewels that bring relevant and exciting beer
experiences to our consumers. Our increased investments
in world-class marketing and communications accelerate
meaningful differentiation across our brands, to drive
brand power and strengthen our premium beer leadership
positions, led by Heineken® and Tiger.
Innovation to deliver enhanced consumer value and meet
a diverse range of functional needs remains a high
priority. We accelerated growth in our easy-drinking and
premium propositions Heineken® Silver and Tiger Crystal,
both born in Asia. These consumer-centric innovations are
now loved by our consumers globally. Heineken® Silver
was launched in 20 markets outside of Asia Pacific in
2022, with more to come.
On the digital front, the region is a trailblazer in the digital
route-to-consumers and the second-biggest region in
HEINEKEN in terms of revenues earned through digital
channels. Driven by the speed of digital adoption and the
high demand for solutions, we launched Tiger Tribe, a
digital product development & Innovation Hub in
Vietnam, to accelerate our digital agenda.
We officially opened the Vung Tau brewery extension to
support our growth trajectory in Vietnam, where we
continue to evolve our portfolio for broad market leadership
across premium, mainstream and regional brands. With an
annual capacity of 11 million hectolitres, it is our largest
brewery in Asia Pacific. Over the past five years, it has
undergone multiple expansions to become a state-of-the-
art, highly automated and sustainable brewery.
Across the region, we continue to raise the bar on our Brew
a Better World agenda with efforts focusing on making
significant progress on our Net Zero ambition in scope 1 & 2
and contributing to healthy watersheds.
Our success is achieved through intentional partnerships
and cross-industry collaboration. For example, in Vietnam,
we work in partnership with WWF to support healthy
watersheds in Tien Giang and, in India, we work with
various NGOs to scale our corporate social responsibility
programmes. Recently, in Indonesia, we created a public-
private platform, Cut The Tosh (CTT), an initiative focused
on creating meaningful collaboration with organisations,
government and media partners to collaborate on net
zero efforts.
Meanwhile, our focus on people remains strong. We
sharpened our regional talent development programme,
BOOST (Build Our Own Sustainable Talent), to be even
more intentional in driving the talent agenda. In 2022,
BOOST helped grow our regional talent in senior
management to two-thirds. We also launched a revised
HEINEKEN Graduate Programme and enhanced our
capability to attract the best talent in their markets
through an Employer Branding intervention.
Asia Pacific’s growth fundamentals remain strong: the
middle-class population will continue to grow, and the
citizens will be increasingly urbanised. By 2050, it will be
home to over 90% of the global middle-class population.
We will continue to uncage our full potential to shape the
future of beer and beyond in Asia Pacific.
Asia Pacific
A region of
growth
Our recovery in Asia Pacific delivered
an outstanding regional performance
for HEINEKEN in 2022, accelerated by
our superior portfolio and footprint.
Top line and bottom line grew by high
double-digits, giving us the foundation
for continued growth. We remain
cautiously optimistic about future
opportunities in the region and will
continue to bring meaningful and
differentiated beer propositions
to consumers.”
Jacco van der Linden
President, Asia Pacific
48.0mhl
Consolidated
beer volume
(2021: 29.4mhl)
9.5mhl
Heineken® volume
(2021: 7.1mhl)
€1,235m
Operating
profit (beia)
(2021: €753m)
€4,652m
Net revenue (beia)
(2021: €2,764m)
28.1%
Operating
profit (beia)
as % of total
(2021: 21.1%)
18.7%
Consolidated
beer volume
as % of total
(2021: 12.7%)
Key brands:
Heineken® Silver
Kingfisher
Bia Viet
Tiger Crystal
Bintang
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Introduction
Europe
In Q2 of 2022, we reached a milestone in our
premiumisation journey with the launch of Heineken®
Silver. True to our mission, we did it in a way that was both
meaningful and different – kicking off in March the first
virtual beer launch in the Metaverse before launching the
brand ‘for real’ in April. We also continued to push our
portfolio beyond beer. Our non-alcoholic offerings
continued to grow driven by the success of Heineken® 0.0.
Cider continued growth in the UK, Ireland, Spain and
Portugal, led by the launch of Strongbow Ultra Dark Fruit
in the UK.
In September 2022, HEINEKEN UK acquired the
remaining shares in Beavertown Brewery – one of the
most popular super premium beers in the UK – assuming
full ownership of London’s largest brewery. We also
reaffirmed our continued investment in Poland by
acquiring 28.2% of the shares of Grupa Zywiec (GZ) to
secure sole control of the business. These investments
provide great long-term growth opportunities in high-
potential markets, which is key to delivering our EverGreen
ambition across Europe.
Our focus on Brew a Better World was visible across the
Europe region in 2022. In addition to global activations
our operating companies continued to find innovative
ways to deepen the relevance of low- and no-alcohol
beers among our consumers. A recent example is the
HEINEKEN UK partnership with ITV to serve Heineken®
0.0 draught in two of the most iconic pubs on British TV.
We opened a new wastewater treatment plant at our
brewery in Serbia as part of our aim to support the health of
local watersheds by treating 100% of our wastewater.
Furthermore, we are constructing our first-ever thermal solar
site at our Seville brewery in Spain where eight hectares of
solar panels will generate 28,700 MWh of thermal energy
per year and reduce the brewery’s carbon footprint of fossil
gas by 60%. An important step in the ambition to deliver
net zero carbon emissions in our production.
The continued drive to Brew a Better World is increasingly
being recognised across the region. As such HEINEKEN
Croatia was in October added to the Croatian
Sustainability Index, the most reputable sustainability
award in Croatia, and our Athenian Brewery in Greece
received the 2022 Gold Award from the National
Corporate Responsibility Index.
Strengthening
our leadership
in Europe
In a continuously challenging and
volatile environment, we delivered
growth in Europe. As the market
leader we want to shape the future
of beer in the region. We continue
to invest and grow our premium
brands, while managing our costs
and digitally transforming our
route-to-market to best serve our
customers and consumers.”
Soren Hagh
President, Europe
81.2mhl
Consolidated
beer volume
(2021: 77.5mhl)
16.8mhl
Heineken® volume
(2021: 15.5mhl)
€1,221m
Operating
profit (beia)
(2021: €1,160m)
€11,362m
Net revenue (beia)
(2021: €9,494m)
27.7%
Operating
profit (beia)
as % of total
(2021: 32.5%)
31.6%
Consolidated
beer volume
as % of total
(2021: 33.5%)
Key brands:
Heineken®
Birra Messina
Birra Moretti
Desperados
Strongbow ULTRA
We continued to drive towards our regional ambition in
2022 by investing in our premium portfolio while driving
innovation at scale. We also showed a strong commitment
to the initiatives that fuel our EverGreen transformation in
Europe, including continued efforts to future-proof our
supply chain and digitise our sales footprint across the region.
Despite increased inflationary pressure and challenging
recovery in the on-trade, this sharp focus helped our teams
deliver a 4.6% increase in beer volume and a 19.2%
increase in net revenue (beia) compared to last year. In
addition, our operating companies overcame high input
and logistics costs with a broad and disciplined approach
to Revenue Management and by accelerating our
productivity initiatives.
As we navigated volatility in the region, we also worked
together to continue building a future-fit HEINEKEN in
Europe. Within our supply chain, we rolled out production
excellence initiatives in all breweries, launched a Transport
Management Hub and reduced the number of unique
bottles in Europe by 50% through our proven platforming
approach. We also grew our digital sales in the on-trade by
about 50% vs. 2021, making our on-trade eB2B platform
the largest in Europe. These activities deliver far more than
cost savings – by successfully implementing these
strategic initiatives, we will continue to win in Europe for
generations to come.
Strengthening our portfolio and geographic footprint is
key to our long-term growth strategy and in 2022 we
made significant progress on this front. In fact, looking at
brand power growth by brand by market, nine out of ten
fastest growing brands belong to the HEINEKEN portfolio
as reported by Kantar.
With our Next Generation brands, we have set out to build
premium brands that connect with the values of Gen Y and
Z. By delivering innovations that are meaningful and
different, we can grow our gross profit margin and grow our
business – and we saw progress on this front in 2022. Our
premium beer volume grew by a high-single digit, boosted
by the launch of Heineken® Silver and the performance of
our portfolio of Next Generation brands, including
Desperados, Birra Moretti and El Águila among others.
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34
Risk Management
Integrated approach
At HEINEKEN, risk management is an integral part of doing
business, supported by clear governance. Risks are an
essential element when opportunities are assessed and
strategies are set. Management decisions are made in line
with HEINEKEN’s risk appetite. Risks are identified,
mitigated and monitored on an ongoing basis, as part of
business routines.
HEINEKEN’s risk management approach addresses the risks
the Company inevitably faces in achieving its strategy.
Managing risks in a conscious manner increases the
likelihood of achieving our strategy and business objectives.
A proactive approach ensures risk management is part of
our executive conversations and is embedded in our
processes. This benefits our decision-making and is
essential to create and preserve long-term value.
Risk Management is part of the
HEINEKEN business framework
The HEINEKEN business framework articulates the key
elements that the Company relies on to operate effectively
and deliver long-term value creation while protecting its
people, assets and reputation.
Our Purpose, Our Dream and Our Values underpin our
EverGreen strategy, enabled by our organisational structure
and strong governance. The behaviours give clear guidance
to all employees on how to act and foster a culture of
achievement, collaboration and growth, underpinned by a
Behaviours Framework that reflects the expected attitudes
in decision-making.
Continuous Risk Management supports the achievement of
business objectives, based on our Risk Assessment Cycle,
the HEINEKEN Code of Business Conduct and the
HEINEKEN Rules. As part of the Risk Assessment Cycle,
operating companies and their Management Teams
review and update their risks on a continuous basis
throughout the year. The Code of Business Conduct and its
underlying policies set out HEINEKEN’s commitment to
conduct business with integrity and fairness, and respect for
the law and our values. The HEINEKEN Rules articulate how
we work and the Standards to which we commit. They are a
key element for managing the risks faced by our Company
and translating our objectives into clear instructions on how
to conduct our daily business.
HEINEKEN’s systems of risk management and internal control, which are based on the COSO Enterprise Risk
Management and Internal Control Reference model, form a fundamental part of the HEINEKEN Business Framework.
Our Business Framework
Risk profile
HEINEKEN is predominantly a single-product business, operating throughout the world in the alcohol industry.
HEINEKEN is present in more than 70 countries, with a growing share of its revenues originating from emerging markets.
An increasingly negative perception in society towards alcohol could prompt legislators to implement further
restrictive measures, such as limitations on availability, advertising, sponsorships, distribution and points of sale, and
increased tax. This may cause changes in consumption trends, which could lead to a decrease in the brand equity and
sales of HEINEKEN’s products.
HEINEKEN has undertaken business activities with other market parties in the form of joint ventures and strategic
partnerships and with independent distributors. Where HEINEKEN does not have effective control, decisions taken by
these entities may not be fully harmonised with HEINEKEN’s strategic objectives. Moreover, HEINEKEN may not be
able to identify and manage risks to the same extent as in the rest of the Group.
Risk appetite
HEINEKEN’s risk appetite is the result of its wide
geographical spread, prudent financial management and
commitment to long-term value creation. Risks are taken
consciously, assessing their impact on HEINEKEN’s
objectives. The level of risk HEINEKEN is willing to take
depends on the type of objective it impacts (reputational,
financial or business continuity related).
Reputational
HEINEKEN is reliant on the reputation of its brands and the
protection of its intellectual property rights. Reputation
management is of utmost importance to HEINEKEN. We
have invested considerable effort in protecting our brands,
including the registration of trademarks and domain
names. We aim to reduce the risks that could negatively
impact our reputation to the furthest extent possible,
accepting that this may come at a cost.
Financial
HEINEKEN is keen on pursuing commercial opportunities
to deliver superior and balanced growth, accepting
uncertainties linked to its strategic choices and the context
of the individual markets in which it operates.
Business continuity
HEINEKEN makes the availability of its brands a priority,
accepting only minimal disruptions to its operations. In
addition, HEINEKEN continuously invests in making the
organisation future-proof and ensuring the sustainability
of the business.
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Risk Management
Internal control
Organisation
Processes
Main risks
The risk overview on the next pages highlights the main
risks that could hinder HEINEKEN in achieving its strategy
and business objectives.
This is not a full overview of all risks and uncertainties that
may affect the Company. As new risks emerge and
existing immaterial risks evolve, timely discovery and
accurate evaluation of risks are at the core of HEINEKEN’s
risk management system.
Financial risks are reported separately in note 11.5 in the
Financial Statements on pages 107–110.
The Statement of the Executive Board is included in the
Corporate Governance Statement on pages 44–51.
The way we manage risks related to Responsible
Consumption, Business Conduct and Human Rights are
further detailed in the Sustainability Review section of our
Annual Report on pages 126–166.
HEINEKEN’s internal control activities aim to provide
reasonable assurance as to the accuracy of financial
information, non-financial disclosures, the Company’s
compliance with applicable laws and internal policies, and
the effectiveness of internal processes.
Internal controls have been defined at operating entity
level (HEINEKEN Rules – comprising all mandatory
standards and procedures) and at process level (Process
and Control Standards) for key processes, including
financial reporting, IT and Tax.
Compliance with company policies is periodically assessed.
Deviations from the defined standards are included in the
global monitoring and follow-up processes, supporting
management in addressing these deviations.
Management is responsible for the definition and timely
implementation of action plans to remediate any
deficiency identified as part of these assessments. The
results are reported to the Executive Board.
The HEINEKEN Rules, policies and controls are periodically
updated to reflect both the Company key risks and the
extent to which the Company is willing and able to
mitigate them.
Risk Committee
The Executive Board of HEINEKEN is accountable for risk
management, risk oversight and the protection of
HEINEKEN’s reputation, value of assets and brands.
The Board is assisted by the Risk Committee, chaired by
the CFO, in regular reviews of the Group risk assessment
cycle that summarises the Company’s key risks, associated
mitigating actions and monitoring activities. These reviews
consider the level of risk that HEINEKEN is willing to take
and the type of HEINEKEN’s objectives it impacts.
The Risk Committee identifies changes to the Company’s
risk exposure and proposes interventions if required.
For the organisation of risk management activities,
HEINEKEN applies a ‘three lines of defence’ model. First
and most important is the quality and behaviour of
operational management, the first line of defence. They
have the ownership, responsibility and accountability for
assessing and mitigating risks.
Operational management is supported by the second line
of defence functions that oversee compliance with
HEINEKEN’s policies, processes and controls, facilitate the
implementation of risk management practices and drive
continuous improvements of internal controls.
As third line of defence, the internal audit function (‘Global
Audit’) is mandated to perform Group-wide reviews of key
processes, projects and systems, based on HEINEKEN’s
strategic priorities and most significant risk areas. Global
Audit provides independent and objective assurance and
consultancy services. It employs a systematic and
disciplined approach to evaluate and improve the
organisation’s governance and risk management process
including reliability of information, compliance with laws,
regulations and procedures, and efficient and effective use
of resources. The methodology followed by Global Audit is
in accordance with the standards of the Institute of
Internal Auditors.
To support the Executive Board’s external representations,
a formal bi-annual Letter of Representation process is in
place. It requires management to take responsibility for
accurate and complete reporting on financial and non-
financial reporting disclosures, financial reporting controls
and on compliance with the Code of Conduct and other
HEINEKEN Rules, as well as identifying and reporting on
fraud and irregularities.
HEINEKEN’s risk management activities seek to identify
and appropriately address any significant threat to the
achievement of the Company’s strategy and business
objectives, its reputation and the continuity of
its operations.
HEINEKEN’s risk management system enables
management to identify, assess, prioritise and manage
risks on a continuous and systematic basis, and covers all
subsidiaries across regions, countries, markets and
corporate functions. Ongoing identification and
assessment of risks, including new risks arising from
changes in the global or local business environment,
are part of HEINEKEN’s planning, performance and risk
management cycles. Risk assessments are performed
by every subsidiary and all global functions. The
implementation of responses and progress of risk
mitigating measures is monitored on a quarterly basis.
Risk assessment outcomes are aggregated at a global level
and serve as basis for determining HEINEKEN’s risk
exposure and risk management priorities by the Risk
Committee. Accountability for mitigating, monitoring and
reporting on the most significant risks is assigned to
functional directors who report on progress and residual
risk levels three times per year to the Risk Committee.
HEINEKEN continues to invest in the evolution of risk
management in the Company. Building on the existing risk
and controls mechanisms, improvements are aimed at
driving business ownership of risks, increasing business
involvement in risk management and expanding the
integrated view of risks. In 2022, specific focus has been
given to climate related-risks, refer to the ‘Strategy and
climate-related risk management’ section on page 153.
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36
Risk Management
Regulatory changes related to alcohol
Economic and political environment
Environmental legislation
Changing consumer preferences
What could happen?
The topic of alcohol and health is under scrutiny in many
markets. This may prompt regulators to take further
measures limiting HEINEKEN’s freedom to operate, for
example through restrictions or bans on advertising and
marketing, sponsorship, availability of products, adding
health warnings to labels, increased taxes and duties or
imposing minimum unit pricing. This could lead to lower
overall consumption or to consumers switching to different
product categories.
Recent developments
Authorities and regulators continue to introduce restrictive
measures on alcohol consumption and sales. Recent
examples are restrictions in marketing and labelling
requirements for specific markets. These measures can have
a negative impact on our business in the affected markets.
What are we doing to manage this risk?
Responsible consumption is an important element of our
Brew a Better World 2030 strategy, because HEINEKEN
strongly believes in the importance of reducing alcohol-
related harm. By using the power and reach of our brands
through campaigns like the award-winning ‘When You Drive
Never Drink’, HEINEKEN strives to make responsible
consumption aspirational for all consumers. We aim to invest
at least 10% of Heineken® media spend into responsible
consumption campaigns each year, reaching one billion
consumers. By the end of 2023, HEINEKEN strives to have at
least two 0.0 options of its brands in the majority of the
countries where it operates, because we aim to provide
consumers more options for low- and no-alcohol brands.
We also work closely with stakeholders to prevent and reduce
the harm caused by abuse such as underage drinking or
drinking and driving. Our operating companies are engaging
in formal partnerships with local stakeholders (like
Governments, NGOs or specialists) to tackle harmful drinking.
We also stepped up our product labelling guidelines to
provide consumers with more information about our
products. We are aiming for clear and transparent consumer
information on 100% of our products in scope, including full
nutritional information and ingredients on pack, recycling
and legal drinking age symbols and a QR code on pack that
links to further information on alcohol and health.
Explore further: Raising the bar on responsible
consumption, pages 147–148
What could happen?
Throughout the world, local or regional economic and
political uncertainties could impact our business and that of
our customers. In particular, the risk of an economic
recession, change of law, trade restrictions, inflation,
fluctuations in exchange rates, devaluation, nationalisation,
financial crisis or social unrest could adversely affect our
revenues and profits.
What could happen?
HEINEKEN not being able to respond to the impact of
environment-related changes on our operations in a timely
manner. If new environmental legislation is introduced, this
could lead to legal claims, increased compliance costs,
restrictions on production, packaging, distribution, selling and
marketing of our products, reputation damage, and limits on
our licence to operate resulting in negative business impact.
Recent developments
Speed and scope of environment-related changes on our
operations are increasing. Markets need to be prepared to
respond and adapt to these changes in a timely manner to
prevent restrictions in all areas of the value chain and
significant costs to ensure compliance.
What are we doing to manage this risk?
Environmental sustainability is one of the priorities of
HEINEKEN’s Brew a Better World sustainable development
strategy. HEINEKEN continuously monitors existing and
emerging environmental issues and regulations across the
globe to ensure awareness and compliance and to prepare
the business for future changes. Current and future
environmental regulations are being assessed and cross-
functional teams assigned to implement the actions needed.
Beyond this, HEINEKEN closely works with experts such as
NGOs, universities, governmental organisations and suppliers
across the value chain. It also co-operates with peer
companies in international and national platforms such as
The Brewers of Europe, the Beverage Industry Environmental
Roundtable and the Dutch Sustainable Growth Coalition.
Recent developments
Early in the year, COVID-19 still forced major containment
measures, diminished economic activity and required drastic
fiscal and monetary actions to protect jobs and markets.
Additionally, the global economy trends to a slow down due
to the impact of the war in Ukraine and, until recently, China’s
zero COVID-19 policy, which have triggered inflationary
pressure in supply chain and energy prices. This could lead to
more structural shifts and lead to a prolonged recession of
the global economy, with governments applying tighter
monetary policies that weigh on real disposable income and
consumption. This could increase the risk of bankruptcies and
the potential failure of certain sectors to fully recover. As a
consequence, structural unemployment – especially for youth
– is likely to surge with knock-on effects on consumer
demand. Public debt, the disruption of global value chains
and barriers to the cross-border movement of people and
goods round out the key risks.
Agility has become a priority to enable businesses to
navigate subsequent changes in laws, currency movements,
import restrictions, scarcity of hard currencies, commodity
pricing and their impact on the Company’s profit.
What are we doing to manage this risk?
HEINEKEN has set up various tools to limit the impact of such
events on its business. They include supplier management,
short-term liquidity management, tight foreign exchange
monitoring, prudent balance sheet measures and scenario
planning in respect to resource allocation including various
cost and value optimisation initiatives.
HEINEKEN has monitoring mechanisms in place globally and
locally to allow us to monitor, report and engage proactively
on political risks. For events which could threaten the
continuity of the business, contingency plans are in place.
With our strategic priority of ‘Fund the growth, fuel the profit’,
HEINEKEN continuously reviews its cost base to increase
operating leverage
Explore further: Fund the growth, fuel the profit,
pages 16–17
What could happen?
Consumers have an ever-expanding choice of beverages and
brands available to meet their needs. This requires HEINEKEN
to constantly adapt its product offering, innovate and invest
to maintain the relevance and strength of its brands. Failure
to do so would, in the longer term, affect our revenues,
market share and, possibly, our brand equity.
Recent developments
Within the beer category, the diversification of taste and the
rise of low- and no-alcohol products have been the most
noticeable changes in consumer tastes in recent years. In
particular, an increased consumer focus on health and well-
being is resulting in a growing interest in low-alcohol, low-
calorie and low-carb propositions.
Beyond beer, the significant diversification of choice in ready
to drink beverages is remarkable but volatile, representing
both risks and opportunities. Long-held boundaries between
beer, wine, spirits and non-alcoholic beverages are blurring,
changing the face of competition and stretching brands into
new domains.
What are we doing to manage this risk?
HEINEKEN has embarked on an extensive Consumer Inspired
Growth programme to address this risk and opportunity,
helping us move from knowing beer to knowing consumers.
By thoroughly understanding consumer needs in beer and
beyond and comparing them within and across markets, we
can uncover scalable innovation opportunities – be it within
our existing categories, in adjacent categories or in nascent/
emerging sub-categories.
Explore further: Shape the future of beer and
beyond, pages 11–15. Raising the bar on responsible
consumption, pages 147–148
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37
Risk Management
Leadership, talent and capabilities
Changing beverage landscape
Health and safety
Product safety and integrity
What could happen?
Our EverGreen ambition requires us to unleash the full
potential of our people, attract the best diverse talent and
grow them to their full potential. If HEINEKEN is not
successful in attracting, developing and retaining diverse and
talented people and leaders with the required capabilities, it
may jeopardise our ability to execute our strategy and
achieve the targeted returns.
Recent developments
Within the context of EverGreen, we are on a journey to
increasing our succession bench strength, enhance our
leaders’ skills, develop key capabilities (including digital) and
the diversity of our leadership pipeline.
What are we doing to manage this risk?
We have recently updated our Company Purpose, Values and
Behaviours, which are applicable to all our employees and
define the shifts we will need to make to build on our
strengths and address our vulnerabilities. We have refreshed
our Talent Management strategy to align to EverGreen and
external best practices and changes. This includes a new
potential model to identify and develop talent.
Our revamped I&D strategy includes transparent ambitions
on gender balance, cultural diversity and development for
people managers. It focuses on courageous leadership,
fostering an inclusive environment and creating equal
opportunities.
We continue to invest in learning and development, with a
new learning strategy and investments in developing leaders
at all levels in the organisation. We launched a refreshed
Leadership Development Curriculum, aligned to our
EverGreen strategy.
We are boosting an intentional and scaled approach to
capability building by identifying and developing our key
Company-wide strategic capabilities and harmonising our
capability framework across the organisation.
Explore further: Unlock the full potential of our
people, pages 26–28
What could happen?
Consolidation and convergence in the beverages industry
may affect existing market dynamics due to competitive
disadvantage with suppliers and increased competition on
commercial spend and customer acquisition strategies. There
is also a risk from increasing consolidation and competition
within overall beverages, with non-beer competitors targeting
the same consumers and occasions as beer players, through
product offerings such as hard seltzers and pre-mix spirits
cocktails.
Recent developments
Despite recent market consolidation, beer remains a very
local industry with respective country shares more relevant
than global share. Further impact could come from
consolidation on the customer side.
What are we doing to manage this risk?
HEINEKEN is constantly working to improve its cost efficiency
while rolling out a strategy to maintain and develop its
competitive advantages, in particular in Premium spaces.
Through a number of acquisitions and partnerships,
HEINEKEN has evolved its footprint to reach an optimal
balance of higher growth developing markets and more
stable developed markets and to build an extensive and
complementary brand and product portfolio, alongside its
flagship Heineken® brand.
HEINEKEN is participating in capital- and knowledge-sharing
to keep the beer category attractive and relevant for
consumers. To continue winning on the customer side,
HEINEKEN explores and implements new ways of working
and new channels, including digital/eCommerce platforms.
HEINEKEN combines this activity with an acceleration of its
own internal innovation efforts to develop and bring to
market new offers for consumers in both beer and other
beverage categories.
Explore further: Shape the future of beer and
beyond, pages 11–15
What could happen?
HEINEKEN aims to provide a healthy and safe workplace for
all employees and contractors. Despite the controls in place,
HEINEKEN employees, contractors and visitors may be
impacted by uncontrolled events in the brewery, supply chain,
route-to-market or in our offices, which could lead to illnesses,
serious injuries or fatalities potentially followed by business
disruption, losses, reputational or legal claims.
Recent developments
Despite our continuous efforts to provide safe working
conditions, in 2022 we have still experienced incidents with
significant safety impact on our premises, including two fatal
accidents involving contracted employees, underlining the
importance of realising further improvements in the area
of safety and well-being.
It has been a challenging time for all in the past year as we
continued to navigate the pandemic and adjust to a new
normal. As the availability of quality (emergency) healthcare
services varies across the large number of countries and
regions in which we operate, ensuring access to quality
medical care to our national and international employees
and their family members remains a priority.
What are we doing to manage this risk?
Our Safety, Health and Well-being strategy reflects our
company value of Care. We focus on shaping a leading
Health & Safety culture fully embedded in our ways of
working, counting on everyone’s leadership, engagement and
participation.
Throughout the Company, the HEINEKEN Life Saving
Commitments target the activities that carry the greatest
safety risks to employees and contractors.
To ensure healthcare coverage, HEINEKEN counts on more
than 430 health professionals worldwide. Our employees and
dependants have access to broad medical services including
screening and lab tests, medicines and pharmacy, health
benefits, disease prevention and health promotion projects,
emergency evacuations, health training and education. Within
the health area, mental health has been identified as an
emerging risk. To address this risk, we have launched an
internal well-being programme addressing the four dimensions
of Well-being: professional, emotional, social and physical.
Explore further: Tackling social challenges and
putting people first, pages 142–146
What could happen?
Poor quality or contamination of HEINEKEN products, be it
accidental or malicious, could result in health hazards,
reputational damage, financial liabilities, disruption of the
supply chain and product recalls.
Recent developments
The environment in which we operate is constantly changing.
Changes to our product portfolio, growing insights of hazards
associated with potential food contaminants, growing
consumers’ concern on food safety and a more complex legal
environment, make it necessary to constantly take action to
adapt and respond to these changes, to ensure food safety
for our consumers.
What are we doing to manage this risk?
HEINEKEN has established a comprehensive Company-wide
Quality Assurance programme covering employee
competencies, production standards, recipe governance,
suppliers’ governance and production material risks.
Continuous improvement is achieved through global
compliance monitoring and systematic gap-closing.
HEINEKEN anticipates new legislation and emerging risks
aided by its partners, suppliers and external scientific
institutions and assures implementation of measures to
avoid such risks. Should a risk materialise, global recall and
crisis procedures are in place to mitigate the impact.
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38
Risk Management
Supply chain continuity
What could happen?
Disruptions to the supply chain could lead to the inability to
deliver products to key customers, revenue loss, brand
damage and loss of market share. Significant changes in the
availability or price of raw materials, commodities, transport,
energy and water will either result in supply shortages or
increased costs.
Recent developments
Global supply chains are continuing to face disruptions, with
the Ukraine war leading to many supply challenges, especially
across the energy networks. We have seen a number of our
suppliers impacted by these events at different moments
throughout the year, leading to previously unseen price
volatility and contracting issues. Availability of some resources
is limited, largely driven by the Ukraine war, and by global
political instability. Climate change and water scarcity are
starting to have an effect on crop yield and availability as well
as grain prices. Markets and governments are required to take
action to adapt and respond to these changes and thus,
prevent, interruption of production, significant losses of
revenues and increased costs for business.
What are we doing to manage this risk?
HEINEKEN has been able to mitigate the impact of
disruptions by using its global footprint and supplier
relationships, across both geographies and categories. We
have used our agile sourcing methodology, coupled with our
brewery flexibility, throughout our global operations in order
to ensure supply was not compromised. Business continuity
plans have been developed for HEINEKEN’s key brands in all
key markets and back-up plans are in place in operating
companies. Business resilience is further strengthened
through ownership of several strategic malteries, long-term
procurement contracts, water management plans and
central management of global insurance policies. Taking a
long-term approach, HEINEKEN has a strategy that is
focused on watershed health to protect water resources.
Sustainable sourcing is another priority in our Brew a Better
World 2030 strategy.
Explore further: Acting now to protect the
environment for the long-term, pages 134–141
Increased scrutiny and expectations of
society on multinationals
What could happen?
Public and employee scrutiny of HEINEKEN should it not
conform to society’s expectations to mitigate our potential
negative impacts on the world and maximise our positive
contribution, can lead to significant reputational damage to
the Company or to the brands.
Recent developments
Stakeholder expectations, including those of employees,
towards companies, their Environmental, Social and
Governance (ESG) strategies and performance, is on the rise.
Companies also face growing pressure to increase the
positive contribution they make, including measures to
address climate change and other sustainability issues, and
to share consistent and transparent information that allows
stakeholders to assess their sustainability performance and
benchmark them versus peers in their industry.
What are we doing to manage this risk?
At HEINEKEN we are raising the bar. Our Brew a Better World
2030 strategy consists of three pillars and nine ambition
areas. Each ambition area contains one or more concrete
and measurable commitments.
Brew a Better World remains our foundation and our
framework for working with others. Our updated strategy
raises our ambitions on climate and water action. We will
accelerate our efforts to support the social agenda and be
even more ambitious and bold in promoting moderate
consumption of alcohol.
We developed The Green Diamond to guide us towards
‘what winning looks like’: we aim to strike the right balance
between short-term delivery and long-term sustainability,
between top-line growth and overall stakeholder value
creation. “Sustainability and Responsibility” is one of the four
priorities alongside growth, profitability and capital efficiency.
We disclose our ESG performance in a combined Annual
Report, on our website and via social media channels. We
believe in transparency and, as such, signed up for the WEF
Stakeholder Capitalism Metrics in early 2021. HEINEKEN
monitors trends and developments in the ESG area across
the globe, to make sure we respond adequately and in a
timely manner to increasing societal expectations.
Explore further: Our EverGreen strategy, page 8.
Raise the bar on sustainability and responsibility,
pages 18–21. Stakeholder engagement and
materiality, pages 129–130. Brew a Better World
strategy, page 127. World Economic Forum core
metrics and disclosures, pages 159–165
Distribution channel transformation
Information security
What could happen?
The digital disruption is creating new routes to customers and
consumers/shoppers, which is potentially a threat if we would
be disintermediated and lose connection to transactions and
consequently visibility on customer and consumer data.
Recent developments
New B2B and B2C players are entering the market. Some key
consumer packaged goods players, including major
competitors in our category, are accelerating their
investments. Major online retailers continue to strengthen
their omnichannel strategy, owning on- and off-line retail.
Electronic point of sales systems are increasingly used to
collect and leverage customer and consumer data.
What are we doing to manage this risk?
HEINEKEN has accelerated digitalisation in both fragmented
trade and more traditional Retail eCommerce. For
Fragmented Trade we have shaped a clear vision, strategy
and organisational set-up which is structured around the
customer. We call that the Unified Customer Ecosystem
(UCE). The goal is to create a seamless experience for our
customers which will result in a strengthened customer
relationship and better visibility on what happens at the
moment of purchase. We are also constantly improving our
e-retail capability level through clear playbooks and training
methods. This supports our ambition to be the number one
partner of choice for our retail partners.
Explore further: Shape the future of beer and
beyond, pages 11–15
What could happen?
HEINEKEN’s business increasingly relies on technology, both
in the office environment and in the industrial control
domain of its breweries. Failure of our systems as well as
cybersecurity incidents could lead to business disruption, loss
of confidential information, unauthorised access to our data,
as well as a breach of data privacy regulations. All of this
might lead to financial or reputational damage.
Recent developments
HEINEKEN’s digital footprint is expanding rapidly, in line with
the strategy to become the best-connected brewer. Our
Company is and will be more connected with our customers,
consumers, suppliers and employees than ever. Attacks are
becoming more sophisticated and potential consequences
are more punitive and destructive in nature.
A growing number of attacks, most notably increasing cases
of malware and phishing are actively blocked by our Cyber
Defense Operations (CDO) team. Geopolitical tensions have
led to an increase of hacktivism as well as a slow increase of
cyber warfare activities. Both will increase the likelihood of a
cyber incident. We observe an increase in cyberattacks on our
customers as well as key suppliers leading to security of
supplies concerns.
On top of this, regulations continue to place stricter security
requirements on data processing by HEINEKEN and its
ecosystem of partners.
What are we doing to manage this risk?
Cybersecurity remains a top priority within HEINEKEN. All
functions collaborate closely to act promptly and aligned in
case of cyber incidents at HEINEKEN or one of our suppliers
or customers. The portfolio of cybersecurity initiatives, which
is evaluated regularly, is executed to address cybersecurity
threats in both our office systems and Industrial Control
Domain. Our Cyber Defence and Operations teams monitor
and act upon cyberattacks 24/7 globally.
Our main focus is to enhance the resilience of the current and
future technology landscape of HEINEKEN, while continuously
increasing employee security/privacy awareness.
Explore further: Become the best-connected brewer
pages 22–25
Introduction
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Supervisory Board
Financial
Statements
Sustainability
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Other
Information
Heineken N.V.
Annual Report 2022
39
Risk Management
Digital transformation
Reporting
Non-compliance
Climate risks
What could happen?
In recent years, HEINEKEN has engaged in several significant
digital transformation programmes. Our large number of
operating companies and fragmented data and technology
landscape represent specific challenges to these
programmes. These strategic transformation programmes
may not deliver the expected benefits or may incur
significant cost or time overruns.
What could happen?
Historically, HEINEKEN has grown its footprint organically
and through mergers and acquisitions, leading to a diverse
landscape of processes and systems and a low level of
centralisation. Deviations from the common accounting and
reporting processes and related controls could impair the
accuracy of financial and non-financial data used for Group
reporting and external communications.
Recent developments
The world becomes more digital, and more (inter)connected.
Data is more and more an asset and technological
developments and its opportunities quickly evolve. HEINEKEN
will need to continue to develop its capabilities to stay
engaged with its consumers, seamlessly serve its customers
and ensure its processes are efficient as possible.
What are we doing to manage this risk?
The new Digital and Technology function, with representation
on the Executive Team, has the objective to deliver business
value through digital transformation of our route-to-
consumer, whilst modernising and simplifying our data and
technology landscape across all operating companies.
Programme Management and portfolio management is put
in place to ensure prioritisation, de-bottlenecking and value
delivery across both the entire value chain and
Operating companies.
Explore further: Become the best-connected brewer,
pages 22–25
Recent developments
Enhanced techniques and technology have become available
to strengthen the control environment and to deliver more
efficient and robust financial and non-financial data.
External non-financial reporting requirements are changing
fast. Developments in upcoming frameworks like CSRD and
EU taxonomy are closely monitored and when effective,
being embedded in the control environment.
What are we doing to manage this risk?
HEINEKEN is utilising enhanced techniques and technology
to continue to drive the improvement and standardisation of
its accounting and reporting processes and controls and to
harmonise its system landscape.
HEINEKEN has implemented a common framework across its
operating companies which includes Internal Control over
Financial Reporting, Common Accounting Policies, Standard
Chart of Accounts and periodic mandatory training.
The assurance model includes active monitoring of control
execution, critical access and segregation of duties.
HEINEKEN continues to strengthen the governance,
reporting procedures and control framework around non-
financial data to further improve the quality of the data
reported under its Brew a Better World programme and the
new regulatory non-financial reporting frameworks.
Explore further: Notes to the consolidated financial
statements, pages 75–118. Reporting basis and
governance of non-financial indicators, pages
167–184. Other climate related disclosures, page 166
What could happen?
Changes in the legal and regulatory environment tend to
increase the risk of non-compliance with local and global laws
and regulations. Failure to comply with applicable laws and
regulations could lead to enforcement, fines, civil (damage)
claims and reputational damage. Across many geographies,
law enforcement has increased over the past years, in
particular with regard to anti-bribery and corruption,
competition and data privacy laws, and human rights. This
leads to increased risk of allegations of violations of laws and
regulations by law enforcers as well as by private parties.
Recent developments
In respect of alleged competition law violations, there is an
increasing trend of private parties pursuing civil claims for
damages. Recent health trends may lead to an increased risk
of consumers making claims. In addition to these trends,
continuously expanding sanctions and export controls are
posing increased compliance risks, in particular in respect of
business in Russia.
What are we doing to manage this risk?
HEINEKEN is constantly looking to enhance its internal
compliance system and resilience to adapt to changes in the
legal environment. HEINEKEN has embedded legal
compliance in its risk and controls system and has established
processes and governance to drive implementation and
compliance with the Company Rules and the HEINEKEN
Code of Business Conduct. Our sanctions compliance
framework includes due diligence and ongoing monitoring of
business partners and transactions against sanctions lists.
Explore further: Corporate governance statement,
pages 44–51
What could happen?
Climate changes could negatively impact the availability of
natural resources such as water and agricultural commodities
which can lead to interruption of production and loss of
revenue. In addition, HEINEKEN will be impacted by
carbon tax.
Recent developments
In April 2021, we announced our Brew a Better World 2030
strategy to raise the bar on HEINEKEN’s environmental, social
and responsible consumption ambitions. The strategy
underpins our focus on climate action and translates our
ambition into targets and action plans to reduce emissions,
help restore healthy functioning watersheds and maximise
the circularity of products and processes.
The implementation of the Task Force on Climate-related
Financial Disclosures (TCFD) framework supported us in
defining the climate-related risks that are more significant for
our operations. These are: the impact of carbon pricing on
our value chain and own operations, water stress impact on
our own operations and climate-related barley yield losses.
What are we doing to manage this risk?
We understand the impact of climate change on the natural
resources we use and we collaborate with stakeholders and
suppliers to secure their supply and protect our licence to
operate. We continue to focus on delivering our water
strategy to protect the watersheds from which we source our
water and build resilience to water availability. In parallel, we
are adapting our processes, materials, and sourcing/
production regions to create the agility required to ensure
continuity of supply and we are reducing carbon emissions in
line with our net zero carbon strategy across the value chain.
Explore further: Recommendations of the Task
Force on Climate-related Financial Disclosures page
151. Strategy and climate-related risk management,
page 153. Climate-related risk assessment
outcomes, page 154
Introduction
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Review
Other
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Heineken N.V.
Annual Report 2022
40
Financial Review
On the path to balanced
superior growth
In 2022, we have made good progress against our EverGreen strategic priorities in a
challenging external environment; delivering both balanced top line growth and
productivity savings. We are stepping up investments in our brands, digital
programmes and behind our sustainability ambitions, transforming our business on a
multi-year journey fuelling profit growth for long-term value creation.”
Harold van den Broek
Member of the Executive Board and Chief Financial Officer
Key figures1
In millions of €
Revenue (beia)
2021
Currency
translation
Consolidation
impact
Organic
growth
2022
Organic
growth %
26,583
1,740
1,247
5,072
34,643
Excise tax expense (beia)
(4,683)
(159)
(677)
(431)
(5,949)
Net revenue (beia)
21,901
1,582
570
4,642
28,694
Total net other expenses (beia)
(18,487)
(1,324)
(558)
(3,824)
(24,192)
Operating profit (beia)
3,414
258
12
818
4,502
19.1
(9.2)
21.2
(20.7)
24.0
Main changes in consolidation
As part of the organisational redesign of EverGreen, HEINEKEN merged its export business units of Europe and Africa,
Middle East & Eastern Europe into a single unit, which is now reported under Europe as of 1 April 2021.
On 23 June 2021, HEINEKEN acquired additional ordinary shares in UBL, taking its shareholding in UBL from 46.5% to
61.5%. On 29 July 2021, HEINEKEN obtained control and consolidated UBL as of that date, following the changes to
certain provisions in the Articles of Association of UBL.
On 23 December 2021, HEINEKEN reduced its shareholding in Brasserie Almaza in Lebanon to a minority position.
On 7 September 2022, HEINEKEN has purchased the remaining shares in Beavertown Brewery, achieving full ownership.
At the closing of 2022, HEINEKEN applied hyperinflation accounting in Ethiopia. Fixed assets are revalued for the
inflation from the time of acquisition to date. The prior year impact from depreciation resulting from the revaluation of
previous years is recorded as a change in consolidation and is excluded from the organic growth calculation. At the same
time, all metrics in the income statement are restated to reflect the inflation level as per the reporting date. These
impacts are recorded as exceptional items.
Revenue
Revenue was €34,676 million, an increase of 30.4% (2021: €26,583 million). Revenue (beia) increased 19.1% organically
to €34,643 million.
Net revenue
Net revenue increased 30.9% to €28,719 million (2021: €21,941 million). Net revenue (beia) increased by 21.2%
organically to €28,694 million, with total consolidated volume increasing 6.4% and an increase in net revenue (beia) per
hectolitre of 13.9%. Translational currency developments positively impacted net revenue (beia) by €1,582 million,
mainly driven by the Mexican Peso, Brazilian Real, Vietnamese Dong and the US Dollar. The positive impact of
consolidation changes was €570 million, related primarily to UBL.
Net interest income/(expenses)
(beia)
Other net finance income/
(expenses) (beia)
Share of net profit of assoc./JVs
(beia)
Income tax expense (beia)
Non-controlling interests (beia)
Net profit (beia)
Eia
Net profit/(loss)
1 This table will not always cast due to rounding.
(403)
(7)
4
29
(61)
(26)
198
(94)
238
(872)
(241)
2,041
1,283
3,324
2
16
(32)
(11)
(17)
(30)
(380)
6.8
(63)
12.3
27
12
29
263
(180)
(1,124)
(79)
627
(363)
2,836
(155)
2,682
12.1
(20.7)
(32.5)
30.7
Total other expenses (beia)
Total net other expenses (beia) were €24,192 million, up 20.7% on an organic basis, driven by the increase in volume,
inflationary pressures, incremental investments and the reversal of the cost mitigation actions from last year, partially
offset by cost savings from our productivity programme.
21,9014,6421,58257028,6942528,719FY 2021 Net revenue beiaOrganic growthCurrency translationConsolidation impactFY 2022 Net revenue beiaEiaFY 2022 Net revenue IFRS
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Annual Report 2022
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Financial Review
Operating profit
Operating profit declined slightly to €4,283 million as the performance of last year included the remeasurement to fair
value of the previously-held equity interest in UBL in India. Operating profit (beia) was €4,502 million, up 24.0%
organically, driven by the volume recovery in Asia Pacific and Europe, pricing for inflation, premiumisation and the
delivery of our productivity programme, partially offset by inflationary pressures in our cost base and incremental
investments behind our growth agenda.
The operating profit (beia) organic growth in the head office was driven by the increase in general proceeds from license
fees and services, in line with the growth of the business. In addition, we revised the charging rate in 2022 for significantly
increased global digital and technology investments, with an offsetting impact in the regions, particularly in Europe.
Currency translation had a positive impact of €258 million, mainly from Mexico, Vietnam and Brazil. Consolidation
changes had a small positive impact of €12 million.
Net finance expenses (beia)
Net interest expenses (beia) decreased organically by 6.8% to €380 million, reflecting a lower average net debt position.
The average effective interest rate (beia) in 2022 was 2.8% (2021: 2.7%). Other net finance expenses (beia) amounted
to €63 million, down 12.3% on an organic basis, driven by a one-off positive mark-to-market gain of long-term green-
energy contracts linked to the surge in market pricing for energy.
Share of net profit of associates and joint ventures (beia)
The share of net profit of associates and joint ventures (beia) amounted to €263 million, including the attributable profit
from China Resources Beer (CRB) with a two-month delay (November 2021 to October 2022). The organic increase was
€29 million, mainly driven by the strong performance of CRB.
Income tax expense (beia)
The effective tax rate (beia) was 27.7% (2021: 29.9%). The decrease is mainly driven by the increase of the profit before
tax base, more effective use of tax credits and lower non-deductible expenses.
Net profit and loss
The net profit for 2022 was €2,682 million (2021: €3,324 million ). Net profit (beia) increased organically by €627 million
to €2,836 million. The impact on net profit (beia) of currency translation was positive €198 million, and of consolidation
changes negative €30 million.
Earnings per share – diluted
Earnings per share – diluted increased to €4.66 (2021: €5.77 loss). Earnings per share – diluted (beia) increased by 38.9%
from €3.54 to €4.92.
Exceptional items and amortisation of acquisition-related intangibles (eia)
The 2022 exceptional items and amortisation of acquisition-related intangibles on net profit and loss amount to €155
million net expense (2021: €1,283 million net benefit). This amount consists of:
– €333 million (2021: €286 million) of amortisation of acquisition-related intangibles recorded in operating profit.
– €114 million net benefit (2021: €1,355 million net benefit) of exceptional items recorded in operating profit.
This includes:
– a net reversal of impairments of €132 million, including impairment reversal of €234 million for Papua New
Guinea and €88 million impairment for Russia (total net impairments in 2021: €108 million).
– net restructuring expenses of €70 million (2021: €32 million).
– €44 million exceptional net benefit recorded as reduction in marketing expense related to tax credits in Brazil
(2021: €187 million exceptional net benefit recorded in other income related to tax credits in Brazil).
– €44 million exceptional net expense recorded relating to hyperinflation accounting adjustment in Ethiopia (2021: nil).
– €52 million of other exceptional net benefit (2021: €1,308 million other exceptional net benefit, including €1,270
million gain on previously-held equity interest in UBL).
– €106 million of exceptional net finance benefit, mainly related to the net monetary gain resulting from hyperinflation
in Ethiopia of €94 million (2021: €99 million, exceptional net finance benefit, mainly related to interest on tax credits
in Brazil).
– €40 million of exceptional net expense (2021: €12 million net benefit) included in the share of profit of associates and
joint ventures, mainly relating to the amortisation of acquisition-related intangible assets.
– €8 million of exceptional net expense in income tax expense (2021: €73 million exceptional income tax benefit),
mainly relating to the tax impact on exceptional items and amortisation of acquisition-related intangible assets.
– Total amount of eia allocated to non-controlling interests amounts to €6 million net benefit (2021: €30 million).
3,414818258124,502(219)4,283FY 2021 Operating profit beia Organic growthCurrency translationConsolidation impactFY 2022 Operating profit beia EiaFY 2022 Operating profit IFRS Introduction
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Financial Review
Reported to beia1
In millions of €
Revenue
Excise tax expense
Net revenue
Total net expenses
Operating profit
Share of profit of associates and joint
ventures
Reported
2022
Eia
2022
Beia
2022
Reported
2021
Eia
2021
Beia
2021
34,676
(33)
34,643
26,583
—
26,583
(5,957)
8
(5,949)
(4,642)
(41)
(4,683)
28,719
(25)
28,694
21,941
(41)
21,901
(24,436)
244
(24,192)
(17,458)
(1,029)
(18,487)
4,283
219
4,502
4,483
(1,069)
3,414
223
40
263
250
(12)
238
Capital expenditure and cash flow
In millions of €
Cash flow from operations before changes in working capital and provisions
Total change in working capital
Change in provisions and post-retirement obligations
Cash flow from operations
Cash flow related to interest, dividend and income tax
Cash flow from operating activities
Cash flow used in operational investing activities
Net interest income/(expenses)
(384)
5
(380)
(413)
10
Other net finance income/(expenses)
48
(111)
(63)
14
(109)
(1,131)
(357)
8
(6)
(1,124)
(363)
(799)
(211)
(73)
(30)
(403)
(94)
(872)
(241)
Free operating cash flow
Cash flow used in acquisitions and disposals
Cash flow used in financing activities
Net cash flow
2022
2021
6,347
(480)
(207)
5,660
(1,164)
4,496
(2,087)
2,409
(199)
(3,127)
(917)
5,154
263
(290)
5,127
(946)
4,181
(1,667)
2,514
(610)
(2,883)
(979)
Income tax expense
Non-controlling interests
Net profit
1 Due to rounding, this table will not always cast.
2,682
155
2,836
3,324
(1,283)
2,041
Cash conversion ratio
75 %
110 %
HEINEKEN’s priority in allocating capital is in the organic growth and expansion of the business. Capital expenditure
related to property, plant and equipment and intangible assets (CAPEX) amounted to €2,011 million (2021:
€1,597 million) representing 7.0% of net revenue (beia). The investments in the year amounted to €2,183 million (2021:
€1,769 million) and include capacity expansions in Brazil, Vietnam and Nigeria.
Free operating cash flow amounted to €2,409 million (2021: €2,514 million) behind 2021, mainly because higher cash
flow from operations was offset by the negative change in working capital from a higher inventory position, higher
CAPEX and income taxes paid.
Financial structure and liquidity
In millions of €
Total equity
Deferred tax liabilities
Post-retirement obligations
Provisions
Gross debt
Other liabilities
Total equity and liabilities
2022
21,920
2,138
568
798
16,377
10,605
52,406
%
42
4
1
2
31
20
100
2021
19,700
1,971
668
937
16,873
8,701
48,850
%
40
4
1
2
35
18
100
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Financial Review
Net debt/EBITDA (beia) ratio
Heineken N.V. was assigned solid investment grade credit ratings by Moody’s Investor Service and Standard & Poor’s. On
7 November 2022 Moody’s upgraded ratings to A3/P-2 with stable outlook. Standard & Poor’s affirmed the BBB+/A-2
ratings with stable outlook on 31 March 2022.
Currency split of net debt
This currency breakdown includes the effect of derivatives, which are used to hedge intercompany lending denominated
in currencies other than Euro. Of total net interest-bearing debt, 74% is denominated in Euro, 17% in US Dollar and US
Dollar proxy currencies and 8% in British Pound. This is including the effect of cross-currency interest rate swaps and lease
liabilities under IFRS 16. The fair value of the cross-currency interest rate swaps form part of net debt.
Currency split of net debt
Bond maturity profile
(incl. the currency effect of cross-
currency interest rate swaps)
in millions of €
1 Restated for IAS37.
Shareholders' equity increased by €2,195 million to €19,551 million, mainly driven by the net profit of €2,682 million, and
a positive comprehensive income of €357 million, mainly related to translational differences.
Total gross debt amounted to €16,377 million (2021: €16,873 million). Net debt decreased slightly to €13,531 million
(2021: €13,658 million) as the positive free operating cash flow exceeded the cash outflow for dividends, acquisitions
and the negative foreign currency impact on debt. . Including the effect of cross-currency swaps, 74% of net debt is Euro-
denominated, and 17% is US dollar and US dollar proxy currencies.
The pro-forma 12 month rolling net debt/EBITDA (beia) ratio was 2.1x on 31 December 2022 (2021: 2.6x), in line with
the Company's long-term target net debt/EBITDA (beia) ratio of below 2.5x. HEINEKEN expects this ratio to reduce
further, in line with operational performance. At the same time, HEINEKEN could deploy capital for purposes beyond the
organic growth and expansion of its business which could taper this development.
In millions of €
Operating profit
Share of profit of associates and joint ventures
Depreciation and impairments of property, plant and equipment
Amortisation and impairment of intangible assets
Impairment of assets classified as held for sale
EBITDA
Exceptional items
EBITDA (beia)
2022
4,283
223
1,537
256
88
6,387
57
6,444
2021
4,483
250
1,487
461
—
6,681
(1,490)
5,191
Average number of shares
HEINEKEN has 576,002,613 shares in issue. In the calculation of basic EPS, the weighted average number of shares
outstanding was 575,563,505 (2021: 575,740,269).
In the calculation of 2022 diluted EPS (beia), shares to be delivered under the employee incentive programme (462,616
shares) are added to the weighted average shares outstanding. The weighted average diluted number of shares
outstanding was 576,026,120 (2021: 575,969,395).
Total dividend for 2022
The Heineken N.V. dividend policy is to pay a ratio of 30% to 40% of full year net profit (beia). For 2022, a total cash
dividend of €1.73 per share, representing an increase of 40% (2021: €1.24), and a payout ratio of 35.1%, in the middle
of the range of our policy, will be proposed to the Annual General Meeting on 20 April 2023 ("2023 AGM"). If approved,
a final dividend of €1.23 per share will be paid on 2 May 2023, as an interim dividend of €0.50 per share was paid on 11
August 2022. The payment will be subject to a 15% Dutch withholding tax. The ex-dividend date for Heineken N.V.
shares will be 24 April 2023.
2.32.63.42.62.1Net debt/EBITDA ratiolong term target2018¹201920202021202274%17%8%1%EURUSD + USD proxyGBPOther1,0729601,6771,0001,1001,0319938007505009302,00320232024202520262027202820292030203120322033>2034
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
44
Corporate Governance statement
Introduction
Heineken N.V. (the ‘Company’) is a public company with
limited liability incorporated under the laws of the
Netherlands. Its shares are listed on the Amsterdam Stock
Exchange, Euronext Amsterdam.
The Company’s management and supervision structure is
organised in a so-called two-tier system, consisting of an
Executive Board (made up of two executive members)
and a Supervisory Board (made up of ten non-executive
members).
The Supervisory Board supervises the Executive Board and
ensures external experience and knowledge are
embedded in the Company’s way of operating. The two
Boards are independent of one another and accountable
to the Annual General Meeting (AGM).
The Company complies with, among other regulations,
the Dutch Corporate Governance Code of 8 December
2016 (the ‘Code’). Deviations from the Code are explained
in this report in accordance with the Code’s ‘comply or
explain’ principle. On 20 December 2022, the Corporate
Governance Code Monitoring Committee published an
update to the Dutch Corporate Governance Code. As the
new Code came into force as of the financial year starting
on 1 January 2023, this report does not yet address the
new Code. The Company has started the assessment and
implementation of the new Code and will provide details
in the Annual Report of year 2023.
This report includes the information that the Company is
required to disclose pursuant to the Dutch governmental
decree on Article 10 Takeover Directive and the
governmental decree on Corporate Governance.
Substantial changes in the Company’s corporate
governance structure and in the Company’s compliance
with the Code, if any, will be submitted to the AGM for
discussion under a separate agenda item.
Executive Board
General
The role of the Executive Board is to manage the
Company. This means, among other things, that it is
responsible for setting and achieving the operational and
financial objectives of the Company, the strategy to
achieve these objectives, the parameters to be applied in
relation to the strategy (for example, in respect of the
financial ratios), the Company culture aimed at long-term
value creation, the associated risk profile, the development
of results and corporate social responsibility issues that are
relevant to the Company (including the sustainability
strategy and progress).
The Executive Board is accountable to the Supervisory
Board and to the AGM.
In discharging its role, the Executive Board shall be guided
by the interests of the Company and its affiliated
enterprises, taking into consideration the interests of the
Company’s stakeholders.
The Executive Board is responsible for complying with all
primary and secondary legislation, for managing the risks
associated with the Company’s activities and for financing
the Company.
The Company has four operating regions: Africa Middle
East & Eastern Europe, Americas, Asia Pacific and Europe.
Each region is headed by a President.
The two members of the Executive Board and the four
Presidents, together with five functional Chief Officers
(i.e. Commercial, Corporate Affairs and Transformation,
Digital and Technology, People and Supply Chain), jointly
form the Executive Team. The decision to work with an
Executive Team is to ensure effective implementation of
key priorities and strategies across the organisation.
Throughout the year, members of the Executive Team
and other senior managers were invited to give
presentations to the Supervisory Board.
A two-day meeting was held in June 2022 between the
Supervisory Board and the Executive Team to discuss the
Company’s strategic priorities and main risks and
opportunities in light of its long-term value creation, also
addressing the Company culture and the global people
and talent strategy. During this meeting, members of the
Executive Team also presented their respective strategic
topics and the risks and opportunities per region or
function, as the case may be.
Further, in October 2022 a three-day visit to HEINEKEN
Italy by the Executive Board and the Supervisory Board
took place, with a focus on the European and local
strategy, outlook, risks and opportunities.
Composition of the Executive Board
Executive Board members are appointed by the AGM
from a non-binding nomination drawn up by the
Supervisory Board.
The Supervisory Board appoints one of the Executive
Board members as Chairman/CEO. The AGM can dismiss
members of the Executive Board by a majority of votes
cast if the subject majority at least represents one-third of
the issued capital.
The Executive Board consists of two members, Chairman/
CEO Dolf (R.G.S.) van den Brink and CFO Harold (H.P.J.)
van den Broek.
Dolf (R.G.S.) van den Brink
1973
Dutch nationality
Male
Initial appointment in 2020*; Four-year term ends in 2024
Profession: Chairman/CEO (since 1 June 2020)
No supervisory board seats (or non-executive board
memberships) in Large Dutch Entities**
Other positions: Edesia Inc., International Alliance for
Responsible Drinking (Chair of the CEO Group)
Harold (H.P.J.) van den Broek
1967
Dutch nationality
Male
Initial appointment in 2021*; Four-year term ends in 2025
Profession: CFO (since 1 June 2021)
No supervisory board seats (or non-executive board
memberships) in Large Dutch Entities**
No other positions***
*
**
For the maximum period of four years.
Large Dutch Entities are Dutch N.V.s, B.V.s or Foundations (that are
required to prepare annual accounts pursuant to Chapter 9 of Book 2 of
the Dutch Civil Code or similar legislation) that meet two of the following
criteria (on a consolidated basis) on two consecutive balance sheet dates:
(i) The value of the assets (according to the balance sheet with the
explanatory notes and on the basis of acquisition and manufacturing
costs) exceeds €20 million;
(ii) The net turnover exceeds €40 million;
(iii) The average number of employees is at least 250.
*** Under ‘Other positions’, other functions are mentioned that may be
relevant to the performance of the duties of the Executive Board.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
45
Corporate Governance statement
Best practice provision 2.2.1 of the Code recommends that
an Executive Board member is appointed for a maximum
period of four years and that a member may be re-
appointed for a term of not more than four years at a time.
In compliance with this best practice provision, the
Supervisory Board has drawn up a rotation schedule to
avoid, as much as possible, a situation in which Executive
Board members retire at the same time.
Members of the Executive Board are not allowed to hold
more than two supervisory board memberships or non-
executive directorships in a Large Dutch Entity. Acceptance
of such external supervisory board memberships or non-
executive directorships by members of the Executive
Board is subject to approval by the Supervisory Board,
which has delegated this authority to the Selection &
Appointment Committee.
Diversity
We strive to embrace diversity in everything we do, as also
recognised and described in the Diversity Policy of the
Supervisory Board, Executive Board and Executive Team.
The Policy was updated in December 2021 and is
available on our corporate website. The Policy considers
the elements of a diverse composition in terms of
nationality, gender, age and background, including
expertise and experience. It is the aim of the Company to
reflect this in the composition of the Supervisory Board,
Executive Board and Executive Team.
For the Executive Board, appropriate weight is placed on
diversity considerations in the selection and appointment
process, while taking into account the overall profile and
selection criteria for the appointments of suitable
candidates to the Executive Board. The aim is that the
Executive Board comprises of at least 30% male and at
least 30% female members, as set out in the Diversity
Policy. Currently, the Executive Board is composed of two
male members. It is recognised that the current
composition of the Executive Board leaves room for
improvement on gender diversity. However, the
composition is also impacted by the limited size of the
Executive Board.
In the event of succession planning, we will continue to
look for opportunities to strengthen the gender diversity in
the Executive Board. Furthermore, increasing the gender
diversity in the Company's senior management is a key
priority for the Company, as also reflected in the other
sections of this Annual Report.
Conflict of Interest
The Articles of Association and the Code prescribe how to
deal with (apparent) conflicts of interest between the
Company and members of the Executive Board.
A member of the Executive Board shall not take part in
any discussion or decision-making that involves a subject
or transaction in relation to which he has a personal
conflict of interest with the Company.
Decisions to enter into transactions under which members
of the Executive Board have conflicts of interest that are of
material significance to the Company and/or the relevant
member(s) of the Executive Board require the approval of
the Supervisory Board.
Any such decision shall be published in the Annual Report
for the relevant year, along with a reference to the conflict
of interest and a declaration that the relevant best
practice provisions of the Code have been complied with.
In 2022, no transactions were reported under which a
member of the Executive Board had a conflict of interest
that was of material significance.
Remuneration
In line with the remuneration policy adopted by the AGM,
the remuneration of members of the Executive Board is
determined by the Supervisory Board, upon
recommendation of the Remuneration Committee.
The remuneration policy and the elements of the
remuneration of Executive Board members are set out in
the Remuneration Report and Notes 6.5 and 13.3 to the
Financial Statements.
The main elements of the service agreements with
Mr. Van den Brink and Mr. Van den Broek are available
on our website.
Supervisory Board
General
The role of the Supervisory Board is to supervise the
management of the Executive Board and the general
affairs of the Company and its affiliated enterprises, as
well as to assist the Executive Board by providing advice.
In discharging its role, the Supervisory Board shall be
guided by the interests of the Company and its affiliated
enterprises and shall take into account the relevant
interest of the Company’s stakeholders.
The supervision of the Executive Board by the Supervisory
Board includes the achievement of the Company’s
objectives, the corporate strategy and the risks inherent in
the business activities, the design and effectiveness of the
internal risk and control system, the financial reporting
process, compliance with primary and secondary
legislation, the Company-shareholder relationship and
corporate social responsibility matters that are relevant to
the Company.
The Supervisory Board evaluates at least once a year the
corporate strategy and main risks to the business, the
result of the assessment by the Executive Board of the
design and effectiveness of the internal risk management
and control system, and any significant changes thereto.
Supervisory Board members are appointed by the AGM
from a non-binding nomination drawn up by the
Supervisory Board.
The AGM can dismiss members of the Supervisory Board
by a majority of the votes cast, if the subject majority at
least represents one-third of the issued capital.
Composition of the Supervisory Board
The Supervisory Board consists of ten members: Jean-
Marc Huët (Chairman), José Antonio Fernández Carbajal
(Vice-Chairman), Maarten Das, Michel de Carvalho,
Pamela Mars Wright, Marion Helmes, Helen Arnold,
Rosemary Ripley, Nitin Paranjpe and Francisco Josue
Camacho Beltrán.
The Supervisory Board endorses the principle that the
composition of the Supervisory Board shall be such that its
members are able to act critically and independently of
one another and of the Executive Board and any particular
interests. Each Supervisory Board member is capable of
assessing the broad outline of the overall strategy of
the Company and its businesses and carrying out its
duties properly.
Given the structure of the Heineken Group, the Company
is of the opinion that, in the context of preserving the
continuity of the Heineken Group and ensuring a focus on
long-term value creation, it is in its best interest and that of
its stakeholders that the Supervisory Board includes a fair
and adequate representation of persons who are related
by blood or affinity in the direct line descent to the late
Mr. A.H. Heineken (former Chairman of the Executive
Board), or who are members of the Board of Directors of
Heineken Holding N.V., even if those persons would not,
formally speaking, be considered ‘independent’ within the
meaning of best practice provision 2.1.8 of the Code.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
46
Corporate Governance statement
Currently, the majority of the Supervisory Board (i.e. six of
its ten members) qualify as ‘independent’ as per best
practice provision 2.1.8 of the Code. There are four
members who in a strictly formal sense do not meet the
applicable criteria for being ‘independent’ as set out in
the Code: Mr. de Carvalho (who is the spouse of
Mrs. C.L. de Carvalho-Heineken, the daughter of the late
Mr. A.H. Heineken, and who is also an executive director
of Heineken Holding N.V.), Mr. Das (who is the Chairman
of the Board of Directors of Heineken Holding N.V.),
Mr. Fernández Carbajal (who is a non-executive director of
Heineken Holding N.V. and representative of FEMSA) and
Mr. Camacho Beltrán (who is a representative of FEMSA).
However, the Supervisory Board has ascertained that
Mr. de Carvalho, Mr. Das, Mr. Fernández Carbajal and
Mr. Camacho Beltrán in fact act critically and
independently. Since Mr. de Carvalho, Mr. Das,
Mr. Fernández Carbajal and Mr. Camacho Beltrán are
representing or are affiliated with Heineken Holding N.V.
and/or FEMSA, who (in)directly hold more than 10% of the
shares in our Company, the maximum of one
representative or affiliate per such shareholder of best
practice provision 2.1.7 sub iii of the Code is not complied
with. As a consequence, the Company also does not
comply with best practice provision 2.1.10 of the Code, to
the extent that this provision provides that the Supervisory
Board report shall state that best practice provision 2.1.7
through 2.1.9 has been fulfilled.
In line with the belief that the focus on long-term value
creation is best ensured by a fair and adequate
representation of persons who are related by blood
or affinity in the direct line descent to the late
Mr. A.H. Heineken (former Chairman of the Executive
Board), or who are members of the Board of Directors of
Heineken Holding N.V., best practice provision 2.2.2 of the
Code, which provides that a person may be appointed to
the Supervisory Board for a maximum of two four-year
terms, followed by two terms of two years each with an
explanation in the Corporate Governance Statement, is
not applied to Mr. de Carvalho, Mr. Das and Mr. Fernández
Carbajal. In the interest of preserving the core values and
the structure of the Heineken Group, the Company does
not apply the maximum appointment period to members
who are related by blood or affinity in the direct line
descent to Mr. A.H. Heineken or who are members of the
Board of Directors of Heineken Holding N.V.
The Supervisory Board has drawn up a rotation schedule
to avoid, as far as possible, a situation in which many
Supervisory Board members retire at the same time. The
rotation schedule is available on our corporate website.
Profile and diversity
The Supervisory Board has prepared a profile of its size
and composition, taking account of the nature of the
business, its activities and the desired expertise and
background of the Supervisory Board members. The
profile deals with the aspects of diversity in the
composition of the Supervisory Board that are relevant to
the Company and states what specific objective is pursued
by the Supervisory Board in relation to diversity.
At least one member of the Supervisory Board shall be a
financial expert with relevant knowledge and experience
of financial administration and accounting for listed
companies or other large legal entities. The composition of
the Supervisory Board shall be such that it is able to carry
out its duties properly. The profile is available on our
corporate website.
The importance of diversity in the composition of the
Supervisory Board is described in the Diversity Policy of the
Supervisory Board, Executive Board and Executive Team.
The Policy emphasises elements of a diverse composition
in terms of nationality, gender, age and background
including expertise and experience.
Dutch law stipulates that supervisory boards of large
Dutch public companies, such as the Company, are
deemed to have a balanced composition if they consist of
at least one-third female and one-third male members.
The Supervisory Board currently consists of ten members,
six male (60%) and four female (40%) members. The
Supervisory Board will continue to take the balanced
composition requirements into account when nominating
and selecting new candidates for the Supervisory Board.
The Supervisory Board notes that, in its opinion, gender is
only one element of diversity, and that experience,
background, knowledge, skills and insight are equally
important and relevant criteria in selecting new members
as is also reflected in its profile.
Regulations of the Supervisory Board
The tasks, responsibilities and internal procedural matters
for the Supervisory Board are addressed in the Regulations
of the Supervisory Board and are available on our
corporate website.
Induction and training
After appointment to the Supervisory Board, members
receive an induction programme drawn up by the
Company in consultation with the Chairman of the
Supervisory Board.
The programme includes a general information package
in respect of the Company and its corporate governance
and meetings with members of the Executive Team and
other senior management leaders. It also includes a visit to
at least one of our breweries.
The Executive Board provides regular updates to the
Supervisory Board on the Company’s operations, results,
legal matters, corporate governance, accounting,
sustainability and compliance.
Conflict of Interest
The Articles of Association and the Regulations of the
Supervisory Board prescribe how to deal with (apparent)
conflicts of interest between the Company and members
of the Supervisory Board.
A member of the Supervisory Board shall not take part in
any discussion or decision-making that involves a subject
or transaction in relation to which he has a personal
conflict of interest with the Company.
The Supervisory Board appoints from its members a
Chairman (currently Mr. Huët). The Chairman of the
Supervisory Board may not be a former member of the
Executive Board. The Chairman of the Supervisory Board
determines the agenda, chairs the meetings of the
Supervisory Board, ensures the proper functioning of the
Supervisory Board and its Committees, arranges for the
adequate provision of information to its members and
acts on behalf of the Supervisory Board as the main
contact for the Executive Board and for shareholders
regarding the functioning of the Executive Board and the
Supervisory Board members. The Chairman also ensures
the orderly and efficient conduct of the AGM.
The Chairman of the Supervisory Board is assisted in his
role by the Company Secretary. All members of the
Supervisory Board have access to the advice and services
of the Company Secretary. The Company Secretary is
responsible for ensuring that procedures are followed and
that the Supervisory Board acts in accordance with its
statutory obligations as well as its obligations under the
Articles of Association.
The Supervisory Board appoints from its members a Vice-
Chairman (currently Mr. Fernández Carbajal). The Vice-
Chairman of the Supervisory Board acts as deputy for the
Chairman. The Vice-Chairman acts as contact for
individual Supervisory Board members and Executive
Board members concerning the functioning of the
Chairman of the Supervisory Board.
The Supervisory Board can only adopt resolutions in a
meeting if the majority of its members are present or
represented at that meeting. In such meetings, resolutions
must be adopted by absolute majority of the votes cast.
In addition, approval of a resolution by the Supervisory
Board, as referred to in Article 8 paragraph 6 under
a, b and c of the Articles of Association, requires the
affirmative vote of the Delegated Member.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
47
Corporate Governance statement
Decisions to enter into transactions under which
Supervisory Board members have conflicts of interest that
are of material significance to the Company and/or the
relevant member(s) of the Supervisory Board require the
approval of the Supervisory Board.
Any such decision shall be published in the Annual Report
for the relevant year, along with a reference to the conflict
of interest and a declaration that the relevant best
practice provisions of the Code have been complied with.
Note 13.3 of the 2021 Financial Statements sets out the
related party transactions in 2022.
In 2022, no transactions were reported under which a
Supervisory Board member had a conflict of interest that
was of material significance.
Remuneration
Supervisory Board members receive a fixed annual
remuneration fee determined by the AGM.
More information on the remuneration of Supervisory
Board members can be found in Note 13.3 to the 2022
Financial Statements.
Resolutions subject to Supervisory Board approval
Certain resolutions of the Executive Board are subject to
the approval of the Supervisory Board. Examples are
resolutions concerning the operational and financial
objectives of the Company, the strategy designed to
achieve the objectives, the parameters to be applied in
relation to the strategy (for example, in respect of the
financial ratios) and corporate social responsibility matters
that are relevant to the Company (including the
sustainability strategy).
Also, decisions to enter into transactions under which
Executive Board or Supervisory Board members would
have conflicts of interest that are of material significance
to the Company and/or to the relevant Executive Board
member/Supervisory Board member require the approval
of the Supervisory Board.
Further reference is made to Article 8 paragraph 6 of the
Articles of Association, which contains a list of resolutions of
the Executive Board that require Supervisory Board approval.
Delegated Member
The AGM may appoint one of the Supervisory Board
members as Delegated Member. Mr. Das currently acts as
the Delegated Member. The delegation to the Delegated
Member does not extend beyond the duties of the
Supervisory Board and does not comprise the
management of the Company. It intends to effect a more
intensive supervision and advice and more regular
consultation with the Executive Board.
The Delegated Member has a veto right concerning
resolutions of the Supervisory Board to approve the
resolutions of the Executive Board referred to in Article 8
paragraph 6 under a, b and c of the Articles of Association
of the Company.
The role of Delegated Member is consistent with best
practice provision 2.3.8 of the Code, except insofar that
the delegation is not temporary but is held for the term for
which the member concerned is appointed by the AGM.
The Company is of the opinion that the position of
Delegated Member, which has been in existence since
1952, befits the structure of the Company.
Committees
The Supervisory Board has five committees: the
Preparatory Committee, the Audit Committee, the
Remuneration Committee, the Selection & Appointment
Committee and the Sustainability & Responsibility
Committee. The function of these committees is to
prepare the decision-making of the Supervisory Board.
The Supervisory Board has drawn up regulations for each
committee, setting out the role and responsibility of the
committee concerned, its composition and the manner in
which it discharges its duties. These regulations are
available on our corporate website.
In 2022, more than half of the members of the Audit
Committee, were independent within the meaning of
best practice provision 2.1.8 of the Code.
As of 1 July 2022, the composition of the Remuneration
Committee has changed and the independence criteria of
best practice provision 2.3.4 are met. For the Selection &
Appointment Committee the independence criteria of
best practice provision 2.3.4 are not met.
The Report of the Supervisory Board states the
composition of the committees, the number of committee
meetings and the main items discussed.
Preparatory Committee
The Preparatory Committee prepares decision-making of
the Supervisory Board on matters not already handled by
any of the other committees, such as in relation to
acquisitions and investments.
The current Chair of the Preparatory Committee is Mr. Huët.
Audit Committee
The Audit Committee focuses on supervising the activities
of the Executive Board with respect to: (i) the operation of
the internal risk management and control systems,
including the enforcement of the relevant primary and
secondary legislation and supervising the operation of
codes of conduct; (ii) the provision of financial information
by the Company; (iii) compliance with recommendations
and observations of internal and external auditors; (iv) the
role and functioning of Global Audit, the internal audit
function; (v) the policy of the Company on tax risk
management; (vi) relations with the external auditor,
including, in particular, its independence, remuneration
and any non-audit services for the Company; (vii) the
financing of the Company; and (viii) the applications of
information and communication technology. The Audit
Committee also looks after the provision of sustainability
information by the Company.
The Audit Committee acts as the principal contact for the
external auditor if the external auditor discovers
irregularities in the content of the financial reporting. The
Audit Committee meets with the external auditor as often
as it considers necessary, but at least once a year, without
the Executive Board members being present.
The Audit Committee may not be chaired by the Chair of
the Supervisory Board or by a former member of the
Executive Board. At least one member of the Audit
Committee shall be a financial expert with relevant
knowledge and experience of financial administration and
accounting for listed companies or other large legal entities.
The current Chair of the Audit Committee is Mrs. Helmes.
Remuneration Committee
The Remuneration Committee, inter alia, makes the
proposal to the Supervisory Board for the remuneration
policy for the Executive Board and Supervisory Board to be
pursued, and makes a proposal for the remuneration of
the individual members of the Executive Board for
adoption by the Supervisory Board.
The Remuneration Committee may not be chaired by the
Chair of the Supervisory Board or by a former member of
the Executive Board. However, given the structure of the
Heineken Group and the character of the Board of
Directors of Heineken Holding N.V., the regulations of the
Remuneration Committee permit that the Remuneration
Committee is chaired by a Supervisory Board member
who is a member of the Board of Directors of Heineken
Holding N.V.
The current Chair of the Remuneration Committee,
Mr. Das, is a Non-Executive Director (and Chairman) of
Heineken Holding N.V.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
48
Corporate Governance statement
Selection & Appointment Committee
The Selection & Appointment Committee, inter alia:
(i) draws up selection criteria and appointment procedures
for Supervisory Board members and Executive Board
members; (ii) periodically assesses the size and
composition of the Supervisory Board and the Executive
Board, and makes a proposal for a composition profile of
the Supervisory Board as well as a diversity policy;
(iii) periodically assesses the functioning of individual
Supervisory Board members and Executive Board
members and reports on this to the Supervisory Board;
(iv) draws up a diversity policy for the composition of the
Executive Board, the Supervisory Board and the Executive
Team; (v) makes proposals for appointments and
re-appointments; (vi) supervises the policy of the Executive
Board on the selection criteria and appointment
procedures for senior management; and (vii) decides on a
request from Executive Board members to accept a board
membership of a Large Dutch Entity (as defined above) or
foreign equivalent.
The current Chair of the Selection and Appointment
Committee is Mr. Huët.
Sustainability & Responsibility Committee
The Sustainability & Responsibility Committee focuses on
supervising the activities of the Executive Board with
respect to: (i) the environment, including (a) water scarcity,
(b) renewable energy, (c) circularity strategy, and
(d) carbon impact; (ii) social sustainability, including
(a) human rights, (b) fair wages and (c) community
engagement; (iii) responsible alcohol consumption,
including (a) the regulatory framework, (b) the
advancement of responsible consumption, (c) excise
regimes, and (d) external developments; and (iv) the
periodic review and evaluation of the Company’s
sustainability and responsibility performance and progress
against its objectives, including external reporting and
relationships with stakeholders; (v) external sustainability
and responsibility developments relevant for the Company
and its reputation; and (vi) such other matters concerning
the Company’s sustainability and responsibility matters as
the Committee shall see fit and proper or as shall be
referred by the Executive Board or Supervisory Board from
time to time.
The current Chair of the Sustainability & Responsibility
Committee is Mr. Fernández Carbajal.
General Meeting
Annually, within six months after the end of the financial
year, the AGM shall be held, in which, inter alia, the
following items shall be brought forward: (i) the discussion
of the management report; (ii) the adoption of the
Executive Board’s and Supervisory Board’s remuneration
policy insofar as adjustments to those policies lead to a
new policy or four years after adoption; (iii) the
Remuneration Report of the members of the Executive
Board and members of the Supervisory Board; (iv) the
discussion and adoption of the financial statements;
(v) the discharge of the members of the Executive Board
for their management; (vi) the discharge of the members
of the Supervisory Board for their supervision on the
management; and (vii) the appropriation of profits.
According to the Articles of Association, the AGM shall be
held in Amsterdam. The AGM of 2022 was held on
21 April 2022 in De La Mar Theatre in Amsterdam.
Shareholders could attend in person or virtually.
Convocation
Pursuant to Dutch law, the Executive Board or the
Supervisory Board shall convene the AGM with a
convocation period of at least 42 days (excluding the date
of the meeting, but including the convocation date).
The Executive Board and the Supervisory Board are
obliged to convene an AGM upon request of shareholders
individually or collectively owning at least 10% of the
shares issued. Such meeting shall be held within eight
weeks of the request and shall deal with the subjects as
stated by those who wish to hold the meeting, failing
which the shareholders may seek judicial leave to call a
general meeting.
Right to include items on the agenda
If the Executive Board has been requested in writing not
later than 60 days prior to the date of the AGM to deal
with an item by one or more shareholders who solely or
jointly represent at least 1% of the issued capital, the item
will be included in the convocation or announced in a
similar way.
A request of a shareholder for an item to be included on
the agenda of the AGM needs to be substantiated. The
principles of reasonableness and fairness may allow the
Executive Board to refuse the request.
The Code provides the following in best practice provision
4.1.6: “A shareholder should only exercise the right to put
items on the agenda after they have consulted with the
management board on this. If one or more shareholders
intend to request that an item be put on the agenda that
may result in a change in the Company’s strategy, for
example as a result of the dismissal of one or several
management board or supervisory board members, the
management board should be given the opportunity to
stipulate a reasonable period in which to respond (the
response time)”.
The opportunity to stipulate the response time should also
apply to an intention as referred to above for judicial leave
to call an AGM pursuant to Section 2:110 of the Dutch
Civil Code. The relevant shareholder should respect the
response time stipulated by the management board,
within the meaning of best practice provision 4.1.7.
If the Executive Board invokes a response time, such
period shall not exceed 180 days from the moment the
Executive Board is informed by one or more shareholders
of their intention to put an item on the agenda to the day
of the AGM at which the item is to be dealt with. The
Executive Board shall use the response time for further
deliberation and constructive consultation. This shall be
monitored by the Supervisory Board. The response time
shall be invoked only once for any given AGM and shall
not apply to an item in respect of which the response time
has been previously invoked.
Record date
For each AGM, Dutch law provides a record date for the
exercise of the voting rights and participation in the
meeting, which record date shall be the 28th day prior to
the date of the meeting. The record date shall be included
in the convocation notice, as well as the manner in which
those entitled to attend and/or vote in the meeting can be
registered and the manner in which they may exercise
their rights.
Only persons who are shareholders on the record date
may participate and vote in the AGM.
Participation in person, by proxy or through
electronic communication
Each shareholder is entitled, either personally or by proxy
authorised in writing, to attend the AGM, to address the
meeting and to exercise his or her voting rights.
The Executive Board may determine that the powers set
out in the previous sentence may also be exercised by
means of electronic communication.
If a shareholder wants to exercise his or her rights by proxy
authorised in writing, the written power of attorney must
be received by the Company no later than on the date
indicated for that purpose in the convocation notice.
Through its corporate website, the Company generally
facilitates that shareholders can give electronic
voting instructions.
Attendance list
Each person entitled to vote or otherwise entitled to
attend a meeting, or such person’s representative, shall
have to sign the attendance list, stating the number of
shares and votes represented by such person.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
49
Corporate Governance statement
Chairman of the AGM
The AGM shall be presided over by the Chairman or the
Vice-Chairman of the Supervisory Board or, in his absence,
by one of the Supervisory Board members present at the
meeting, to be designated by them in mutual
consultation. If no members of the Supervisory Board are
present, the meeting shall appoint its own chairman.
Voting
All resolutions of the AGM shall be adopted by an absolute
majority of the votes cast, except for those cases in
which the law or the Articles of Association prescribe a
larger majority.
Each share confers the right to one vote. Blank votes shall
be considered as not having been cast.
The Executive Board may determine in the convocation
notice that any vote cast prior to the AGM by means of
electronic communication shall be deemed to be a vote
cast in the AGM. Such a vote may not be cast prior to the
record date. A shareholder who has cast his or her vote
prior to the AGM by means of electronic communication
remains entitled, whether or not represented by a holder
of a written power of attorney, to participate in the AGM.
Minutes
The proceedings in the AGM shall be recorded in minutes
taken by a secretary to be designated by the chairman of
the meeting. Upon request, the record of the proceedings
of the AGM shall be submitted to shareholders, ultimately
within three months after the conclusion of the meeting.
Resolutions to be adopted by the AGM
The AGM has authority to adopt resolutions concerning,
inter alia, the following matters:
– Issue of shares by the Company or rights on shares
(and to authorise the Executive Board to resolve that
the Company issues shares or rights on shares)
– Authorisation of the Executive Board to resolve that the
Company acquires its own shares
– Cancellation of shares and reduction of share capital
– Appointment of Executive Board members
– The remuneration policy for Executive Board members
– Suspension and dismissal of Executive Board members
– Appointment of Supervisory Board members
– The remuneration policy for Supervisory Board
members
– The remuneration of Supervisory Board members
– Suspension and dismissal of Supervisory Board
members
– Appointment of the Delegated Member of the
Supervisory Board
– Adoption of the financial statements
– Granting discharge to Executive and Supervisory Board
members
– Dividend distributions
– A material change in the corporate governance
structure
– Appointment of the external auditor
– Amendment of the Articles of Association, and
– Liquidation.
Resolutions on a major change in the identity or character
of the Company or enterprise shall be subject to the
approval of the AGM. This would at least include (a) the
transfer of the enterprise or the transfer of practically the
entire enterprise of the Company to a third-party, (b) the
entering into or the termination of a lasting co-operation
of the Company or a subsidiary with another legal entity
or company or a fully liable partner in a limited partnership
or general partnership, if such co-operation or termination
is of fundamental importance to the Company and
(c) acquiring or disposing of a participation in the capital
of a company by the Company or a subsidiary amounting
to at least one-third of the amount of assets according to
the Company’s consolidated balance sheet plus
explanatory notes as laid down in the last adopted
Financial Statements of the Company.
Article 10 of the EU Take-Over Directive Decree
Shares
The issued capital of the Company amounts to
€921,604,180.80, consisting of 576,002,613 shares of
€1.60 each. Each share carries one vote. The shares are
listed on Euronext Amsterdam.
All shares carry equal rights and are freely transferable
(unless provided otherwise below).
Shares repurchased by the Company for the share-based
Long-Term Incentive Plan (LTIP) or for any other purpose
do not carry any voting rights and dividend rights.
Shareholders who hold shares on a predetermined record
date are entitled to attend and vote at the AGM. The
record date for the AGM of 20 April 2023 is 28 days
before the AGM, i.e. on 23 March 2023.
Law on the Conversion of Bearer Shares
As of 1 July 2019, the Dutch Law on the Conversion of
Bearer Shares (Wet omzetting aandelen aan toonder) has
entered into effect. All (bearer) shares in the Company’s
authorised capital have already been registered as per
earlier amendment of the Articles of Association. However,
there still are share certificates for bearer shares circulating
which are eligible for submission with the Company.
Pursuant to Dutch law, the Company received 12,037
certificates for bearer shares without consideration on
31 December 2020.
Any holder of certificates for bearer shares submitting its
share certificates with the Company before 2 January
2026, shall receive a corresponding amount of registered
shares by the Company as per the transitory provisions
laid down in Article 18 of the Articles of Association.
Substantial shareholdings
Pursuant to the Financial Supervision Act (Wet op het
financieel toezicht) and the Decree on Disclosure of Major
Holdings and Capital Interests in Issuing Institutions
(Besluit melding zeggenschap en kapitaalbelang in
uitgevende instellingen), the Netherlands Authority for the
Financial Markets has been notified about the following
substantial shareholdings regarding the Company:
– Mrs. C.L. de Carvalho-Heineken (indirectly 50.005%; the
direct 50.005% shareholder is Heineken Holding N.V.).
Further details can be found in the Annual Report of
Heineken Holding N.V.
– Voting Trust (FEMSA) (indirectly 8.63%).
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
50
Corporate Governance statement
Restrictions related to shares held by FEMSA
Upon completion (on 30 April 2010) of the acquisition of
the beer operations of Fomento Económico Mexicano,
S.A.B. de C.V. (FEMSA), CB Equity LLP (belonging to the
FEMSA Group) received Heineken N.V. shares (and
Heineken Holding N.V. shares). Pursuant to the Corporate
Governance Agreement of 30 April 2010 concluded
between the Company, Heineken Holding N.V., L’Arche
Green N.V., FEMSA and CB Equity LLP the following applies:
– Subject to certain exceptions, FEMSA, CB Equity LLP,
and any member of the FEMSA Group shall not
increase its shareholding in Heineken Holding N.V.
above 20% and shall not increase its holding in the
Heineken Group above a maximum of 20% economic
interest (such capped percentages referred to as the
‘Voting Ownership Cap’).
– Subject to certain exceptions, FEMSA, CB Equity LLP and
any member of the FEMSA Group may not exercise any
voting rights in respect of any shares beneficially owned
by it, if and to the extent that such shares are in excess
of the applicable Voting Ownership Cap.
– Unless FEMSA’s economic interest in the Heineken
Group were to fall below 14%, the current FEMSA
control structure were to change or FEMSA were to be
subject to a change of control, FEMSA is entitled to
have two representatives on the Company’s Supervisory
Board, one of whom will be Vice-Chairman, who also
serves as the FEMSA representative on the Board of
Directors of Heineken Holding N.V.
Share plans
There is a share-based Long-Term Incentive Plan (LTIP) for
both the Executive Board members and senior
management. Eligibility for participation in the LTIP by
senior management is based on objective criteria.
Each year, performance shares are awarded to the
participants. Depending on the fulfilment of certain
predetermined performance conditions during a three-
year performance period, the performance shares will vest
and the participants will receive Heineken N.V. shares.
Shares received by Executive Board members upon vesting
under the LTIP are subject to a holding period of five years
as from the date of award of the respective performance
shares, which is approximately two years from the
vesting date.
Under the Short-Term Incentive Plan (STIP) for the
Executive Board, Executive Board members are entitled to
receive a cash bonus subject to the fulfilment of
predetermined performance conditions.
Executive Board members are obliged to invest at least
25% of their STIP payout in Heineken N.V. shares
(‘investment shares’) to be delivered by the Company; the
maximum they can invest in Heineken N.V. shares is 50%
of their STIP payout (at their discretion).
The investment shares (which are acquired by the
Executive Board members in the year after the year over
which the STIP payout is calculated) are subject to a
holding period of five years as from 1 January of the year
in which the investment shares are acquired.
Executive Board members are entitled to receive one
additional Heineken N.V. share (a ‘matching share’) for
each investment share held by them at the end of the
respective holding period.
The entitlement to receive matching shares shall lapse
upon the termination by the Company of the service
agreements of Mr. Van den Brink and Mr. Van den Broek,
as the case may be, for an urgent reason (‘dringende
reden’) within the meaning of the law or in case of
dismissal for cause (‘ontslag met gegronde redenen’)
whereby the cause for dismissal concerns unsatisfactory
functioning of the Executive Board member.
In exceptional situations, extraordinary share entitlements
may be awarded by the Executive Board to employees.
These share entitlements are usually non-performance-
related and the employees involved are usually entitled to
receive Heineken N.V. shares after the expiry of a period
of time.
The shares required for the LTIP, the STIP and the
extraordinary share entitlements will be acquired by the
Company on the basis of an authorisation granted by the
AGM and subject to approval of the Supervisory Board of
the Company.
Change of control
There are no important agreements to which the
Company is a party and that will automatically come into
force, be amended or be terminated under the condition
of a change of control over the Company as a result of a
public offer.
However, the contractual conditions of most of the
Company’s important financing agreements and notes
issued (potentially) entitle the banks and noteholders
respectively to claim early repayment of the amounts
borrowed by the Company in the situation of a change
of control over the Company (as defined in the
respective agreement).
Also, some of the Company’s important joint venture
agreements provide that in case of a change of control
over the Company (as defined in the respective
agreement), the other party to such agreement may
exercise its right to purchase the Company’s shares in the
joint venture, as a result of which the respective joint
venture agreement will terminate.
Appointment and dismissal of Supervisory and
Executive Board members
Members of the Supervisory Board and the Executive
Board are appointed by the AGM on the basis of a non-
binding nomination by the Supervisory Board.
The AGM can dismiss members of the Supervisory Board
and the Executive Board by a majority of the votes cast,
if the subject majority at least represents one-third of the
issued capital.
Amendment of the Articles of Association
The Articles of Association can be amended by resolution
of the AGM in which at least half of the issued capital is
represented and exclusively either at the proposal of the
Supervisory Board or at the proposal of the Executive
Board that has been approved by the Supervisory Board,
or at the proposal of one or more shareholders
representing at least half of the issued capital.
Acquisition of own shares
On 21 April 2022, the AGM authorised the Executive
Board (for the statutory maximum period of 18 months)
to acquire own shares subject to the following conditions
and with due observance of the law and the Articles of
Association (which require the approval of the
Supervisory Board):
The maximum number of shares which may be acquired
is 10% of the issued capital of the Company as per
21 April 2022.
Transactions must be executed at a price between the
nominal value of the shares and 110% of the opening
price quoted for the shares in the Official Price List
(Officiële Prijscourant) of Euronext Amsterdam on the
date of the transaction or, in the absence of such a price,
the latest price quoted therein.
Transactions may be executed on the stock exchange
or otherwise.
The authorisation may be used in connection with the LTIP
and the STIP for the members of the Executive Board and
the LTIP for senior management, but may also serve other
purposes, such as acquisitions. A new authorisation will be
submitted for approval at the next AGM on 20 April 2023.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
51
Corporate Governance statement
Issue of shares
On 21 April 2022, the AGM authorised the Executive
Board (for a period of 18 months) to issue shares or grant
rights to subscribe for shares and to restrict or exclude
shareholders’ pre-emption rights, with due observance of
the law and Articles of Association (which require the
approval of the Supervisory Board).
The authorisation is limited to 10% of the Company’s
issued capital as per 21 April 2022.
The authorisation may be used in connection with the
LTIP and the STIP for the members of the Executive Board
and the LTIP for senior management, but may also serve
other purposes, such as funding of acquisitions.
The Company, in principle, endorses the Code’s principles
and applies virtually all best practice provisions. However,
given the structure of the Heineken Group and, specifically,
the relationship between the Company and its controlling
shareholder Heineken Holding N.V., the Company does
not (fully) apply the following best practice provisions:
– 2.1.7, 2.1.8, 2.1.10 and 2.3.4: Number of independent
Supervisory Board members as well as number of
independent members of the Remuneration and
Selection & Appointment Committees; in that light the
Supervisory Board report does not state that best
practice provisions 2.1.7 through 2.1.9 have been fulfilled
– 2.2.2: Maximum terms of appointment Supervisory
Board members
A new authorisation will be submitted for approval to the
AGM at 20 April 2023.
– 2.3.8: Temporary nature of appointing a delegated
Supervisory Board member
Compliance with the Code
On 8 December 2016, the current Code was published,
which came into effect on 1 January 2017.
The Code can be downloaded at http://www.mccg.nl.
As stated in the Code, there should be a basic recognition
that corporate governance must be tailored to the
company-specific situation and, therefore, that non-
application of individual provisions by a company may
be justified.
The agreement with Mr. Van den Brink and Mr. Van den
Broek with regards to their terms comply with the Code.
For more information please see the Remuneration Report.
Other best practice provisions which are not applied relate
to the fact that these principles and/or best practice
provisions are not applicable to the Company:
– 2.8.1: This best practice provision situation has not arisen
– 3.1.2: sub vii: The Company does not grant options
on shares
– 4.1.5: This best practice provision relates to shareholders
– 4.2.6: The Company has no anti-takeover measures
– 4.3.1: This best practice provision relates to shareholders
– 4.3.4: The Company has no financing preference shares
Statement of the Executive Board
This Report of the Executive Board, together with the
Sustainability Review, serves as the management report for
the purpose of Section 391, Book 2 of the Dutch Civil Code.
This statement cannot be construed as a statement in
accordance with the requirements of Section 404 of the
US Sarbanes-Oxley Act, which Act is not applicable to
Heineken N.V.
Executive Board
R.G.S. van den Brink
H.P.J. van den Broek
Amsterdam, 14 February 2023
In accordance with best practice provision 1.4.3 of the
Code, we are of the opinion that:
– This report provides sufficient insights into any failings
in the effectiveness of the internal risk management
and control systems
– The aforementioned systems provide reasonable
assurance that the financial reporting does not contain
any material inaccuracies
– Based on the current state of affairs, it is justified that the
financial reporting is prepared on a going concern basis
– This report states those material risks and uncertainties
that are relevant to the expectation of the Company’s
continuity for the period of 12 months after the
preparation of this report.
It should be noted that the foregoing does not imply that
these systems and these procedures provide absolute
assurance as to the realisation of operational and strategic
business objectives, or that they can prevent all
misstatements, inaccuracies, errors, fraud and non-
compliance with legislation, rules and regulations.
For a detailed description of the risk management system
and the principal risks identified, please refer to the Risk
Management section.
In accordance with Article 5:25c paragraph 2 sub c of the
Financial Markets Supervision Act, we confirm that, to the
best of our knowledge:
– 4.3.5 and 4.3.6: This best practice provision relates to
– the financial statements in this Annual Report 2022
institutional investors
– 4.4: The Company has no depositary receipts of shares,
nor a trust office
– 4.3.3 and 5.1: The Company does not have a one-tier
management structure
In respect of transactions with related parties as disclosed
in note 13.3, best practice provisions 2.7.3, 2.7.4 and 2.7.5
of the Code have been observed.
give a true and fair view of our assets and liabilities, our
financial position at 31 December 2022, and the results
of our consolidated operations for the financial year
2022; and
– the Report of the Executive Board includes a fair review
of the position at 31 December 2022 and the
development and performance during the financial
year 2022 of Heineken N.V. and the undertakings
included in the consolidation taken as a whole, and
describes the principal risks that Heineken N.V. faces.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
52
To the Shareholders
During 2022, the Supervisory Board
performed its duties in accordance with
primary and secondary legislation and
the Articles of Association of Heineken
N.V. and supervised and advised the
Executive Board on an ongoing basis.
Financial statements and results appropriation
The Supervisory Board hereby submits to the shareholders
the financial statements and the report of the Executive
Board for the financial year 2022, as prepared by the
Executive Board and approved by the Supervisory Board in
its meeting of 14 February 2023.
Deloitte Accountants B.V. audited the financial
statements. Its report can be found in the Other
Information section.
The Supervisory Board recommends that shareholders, in
accordance with the Articles of Association, adopt these
financial statements.
The underlying principle of the dividend policy is that
30-40% of net profit before exceptional items and
amortisation of acquisition-related intangible assets (net
profit beia) is placed at the disposal of shareholders for
distribution as dividend.
The proposed dividend amounts to €1.73 per share of
€1.60 nominal value, of which €0.50 was paid as an
interim dividend on 11 August 2022.
Supervisory Board composition, skills,
independence and remuneration
Composition
The Supervisory Board consists of the following ten
members since the AGM of 2022: Jean-Marc Huët
(Chairman), José Antonio Fernández Carbajal
(Vice-Chairman), Maarten Das, Michel de Carvalho,
Pamela Mars Wright, Marion Helmes,
Rosemary Ripley, Helen Arnold, Nitin Paranjpe
and Francisco Josue Camacho Beltrán.
The General Meeting at the Annual General Meeting of
Shareholders (AGM) on 21 April 2022 re-appointed
Mr. Jean-Marc Huët for a period of two years, re-appointed
Mr. José Antonio Fernández Carbajal and Mrs. Marion
Helmes for a period of four years and appointed
Mr. Francisco Josue Camacho Beltrán for a period of
four years.
Supervisory Board composition
Nationality
American
British
Dutch
German
Indian
Mexican
Supervisory Board composition
Gender
Male
Female
Supervisory Board composition
Tenure
0–4 years
5–8 years
9–12 years
>12 years
20%
10%
20%
20%
10%
20%
60%
40%
50%
20%
n/a
30%
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
53
To the Shareholders
Jean-Marc (J.M.)
Huët
José Antonio (J.A.)
Fernández Carbajal
Maarten (M.)
Das
Michel (M.R.)
de Carvalho
Pamela (P.)
Mars Wright
1969 Dutch nationality
Male
1954 Mexican nationality Male
1948 Dutch nationality
Male
1944 British nationality
Male
1960 American nationality Female
Appointed in 2014; Chairman (as of 2019);
latest re-appointment in 2022*
Appointed in 2010; latest re-appointment
in 2022**
Vice-Chairman (as of 2010)
Appointed in 1994; latest re-appointment
in 2021**
Delegated Member (as of 1995)
Appointed in 1996; latest re-appointment
in 2019**
Appointed in 2016; latest re-appointment
in 2020**
Profession:
Company Director
Profession:
Executive Chairman Fomento Económico
Mexicano S.A.B. de C.V. (FEMSA)
Profession:
Lawyer
Profession:
Profession:
Chairman Capital Generation Partners
Company Director
Supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***:
Vermaat Groep B.V. (Chairman), Picnic
International B.V.
Other positions****:
Canada Goose Incorporated
Supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***:
Heineken Holding N.V.
Supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***:
Heineken Holding N.V. (Chairman)
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
Supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***:
SHV Holdings N.V.
Other positions****:
Coca-Cola Fomento Económico Mexicano
S.A.B. de C.V. (Chairman); Tecnológico de
Monterrey (Chairman); participates on the
Board of Industrias Peñoles S.A.B. de C.V.; Term
Member of the MIT Corporation, Member of
the Board of Global Advisors of the Council for
Foreign Relations
Other positions****:
L’Arche Green N.V. (Chairman);
L’Arche Holding B.V.
Other positions****:
Other positions****:
Heineken Holding N.V. (Executive Director),
L’Arche Green N.V., Koç Holding
Johns Hopkins International Medicine
Marion (M.)
Helmes
Rosemary (R.L.)
Ripley
Helen (I.H.)
Arnold
Nitin (N.)
Paranjpe
Francisco (F.J.)
Camacho Beltrán
1965 German nationality
Female
1954 American nationality Female
1968 German nationality
Female
1963 Indian nationality
Male
1965 Indian nationality
Male
Appointed in 2018; latest re-appointment in
2022**
Appointed in 2019**
Appointed in 2019**
Appointed in 2021**
Appointed in 2022**
Profession:
Company Director
Profession:
Managing Director at NGEN
Profession:
Profession:
Profession:
Member of the Executive Board of
Südzucker Group
Chief Transformation Officer and Chief People
Officer at Unilever
Chief Corporate Officer at FEMSA
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
No supervisory board seats (or non-executive
board memberships) in Large Dutch Entities***
Other positions****:
Other positions****:
Other positions****:
Other positions****:
Other positions****:
Prosiebensat.1 Media SE, Siemens Healthineers
AG, Lonza Group Ltd
Zevia PBC; Ripley Waterfowl Conservancy,
Advisory board of the Yale Center for Business
and the Environment; CEO and director of
Better World Acquisition Corp
TUI AG
Hindustan Unilever Ltd (Chairman), Chinmaya
Mission Advisory Council
Valora Holding AG, Coca-Cola FEMSA,
S.A.B. de V.C.
For a term of two years, in line with the Corporate Governance Code.
*
** For the maximum term of four years
*** Large Dutch Entities are Dutch N.V.s, B.V.s or Foundations (that are required to prepare annual accounts pursuant to Chapter 9 of Book 2 of the Dutch Civil Code or similar legislation) that meet two of the following criteria (on a consolidated basis) on two consecutive balance sheet dates:
(i) The value of the assets (according to the balance sheet with the explanatory notes and on the basis of acquisition and manufacturing costs) exceeds €20 million;
(ii) The net turnover exceeds €40 million;
(iii) The average number of employees is at least 250.
**** Under ‘Other positions’, other functions are mentioned that may be relevant to the performance of the duties of the Supervisory Board.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
54
To the Shareholders
Supervisory Board composition and skills matrix
Jean-Marc
(R.J.M.S.)
Huët
1969
José Antonio
(J.A.)
Fernández
Carbajal
1954
Maarten
(M.)
Das
1948
Michel
(M.R.)
De Carvalho
1944
Pamela
(P.)
Mars-Wright
1960
Male
Male
Male
Male
Female
Year of birth
Gender
Nationality
Dutch
Committee
memberships
AC, PC (Chair), RC,
SAC (Chair)
Mexican
PC, SAC,
SRC (Chair)
Dutch
PC, RC (Chair),
SAC
British
RC, SAC,
SRC, PC
American
SAC, SRC
Marion
(M.)
Helmes
1965
Female
German
AC (Chair),
RC
Rosemary
(R.L.)
Ripley
1954
Female
American
RC, SRC
Helen
(I.H.)
Arnold
1968
Female
German
AC
Nitin
(N.)
Paranjpe
1963
Francisco
(F.J.)
Camacho
Beltrán
1965
Male
Male
Indian
SRC
Mexican
AC
Skills and
experience
Business
leadership
International
business
Consumer
goods
Finance/
Governance
Marketing/
Innovation
Sustainability
Digital/
Technology
AC – Audit Committee, PC – Preparatory Committee, RC – Remuneration Committee, SAC – Selection & Appointment Committee, SRC – Sustainability & Responsibility Committee
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
55
To the Shareholders
The Supervisory Board has a diverse composition in terms
of experience, gender, nationality and age. Four out of ten
members are women and eight out of ten members are
non-Dutch. There are six nationalities (American, British,
Dutch, German, Indian and Mexican) and the age of the
members ranges between 53 and 78.
The Supervisory Board is of the opinion that a diversity of
experience and skills is represented on its board. The
elements of a diverse composition of the Supervisory
Board are laid down in the Diversity Policy of the
Supervisory Board, Executive Board and Executive Team as
per best practice provision 2.1.5 of the Dutch Corporate
Governance Code of 8 December 2016 (the ‘Code’).
Currently, 40% (i.e. four out of ten) of the Supervisory
Board members are female.
The profile of the Supervisory Board and the Diversity
Policy of the Supervisory Board, Executive Board and
Executive Team (available on the Company website)
provides that a minimum of 1/3 of the seats of the
Supervisory Board shall be held by women and a
minimum of 1/3 of the seats shall be held by men. The
composition of the Supervisory Board of the Company is
compliant with the Diversity Policy and Dutch law.
Diversity and gender are important drivers in the selection
process. With reference thereto, the Supervisory Board is
committed to retain an active and open attitude as
regards selecting female candidates. The Supervisory
Board is keen to embrace diversity at large and considers
gender, experience, background, nationality, knowledge,
skills and insight equally important and relevant criteria in
selecting new members. More details on the skills and
experience of the various Supervisory Board members are
provided on the previous page.
Independence
The Supervisory Board endorses the principle that the
composition of the Supervisory Board shall be such that
its members are able to act critically and independently
of one another and of the Executive Board and any
particular interests.
Given the structure of the Heineken Group, the Company
is of the opinion that, in the context of preserving the
continuity of the Heineken Group and ensuring a focus on
long-term value creation, it is in its best interest and that of
its stakeholders that the Supervisory Board includes a fair
and adequate representation of persons who are related
by blood or affinity in the direct line of descent to the late
Mr. A.H. Heineken (former Chairman of the Executive
Board), or who are members of the Board of Directors of
Heineken Holding N.V., even if those persons would not,
formally speaking, be considered ‘independent’ within the
meaning of best practice provision 2.1.8 of the Code.
Currently, the majority of the Supervisory Board (i.e. six of
its ten members) qualify as “independent” as per best
practice provision 2.1.8 of the Code.
There are four members who in a strictly formal sense do
not meet the applicable criteria for being ‘independent’ as
set out in the Code: Mr. de Carvalho (who is the spouse of
Mrs. C.L. de Carvalho-Heineken, the daughter of the late
Mr. A.H. Heineken, and who also is an executive director of
Heineken Holding N.V.), Mr. Das (who is the Chairman of
the Board of Directors of Heineken Holding N.V.),
Mr. Fernández Carbajal (who is a non-executive director of
Heineken Holding N.V. and a representative of FEMSA)
and Camacho Beltrán (who also is a representative of
FEMSA). However, the Supervisory Board has ascertained
that Mr. de Carvalho, Mr. Das, Mr. Fernández Carbajal and
Mr. Camacho Beltrán in fact act critically and independently.
Composition and AGM 2023
Mr. de Carvalho, Mrs. Ripley and Mrs. Arnold will have
completed their four-year appointment terms per the end
of the AGM on 20 April 2023.
A non-binding nomination for the re-appointment of
Mr. de Carvalho as member of the Supervisory Board for a
period of four years shall be submitted to the 2023 AGM.
Pursuant to best practice provision 2.1.8 of the Code,
Mr. de Carvalho, married to Mrs. C.L. de Carvalho-Heineken,
who holds indirectly more than 10% of the shares in the
Company, and is an executive director of Heineken Holding
N.V., does not qualify as ‘independent’. A re-appointment of
Mr. de Carvalho for a period of four years is a deviation of
the maximum appointment term of best practice provision
2.2.2 of the Code. In the interest of preserving the core
values and the structure of the Heineken Group, the
Company does not apply the maximum appointment
period to members who are related by blood or affinity in
the direct line of descent to Mr. A.H. Heineken or who are
members of the Board of Directors of Heineken Holding N.V.
A non-binding nomination for the re-appointment of
Mrs. Ripley as member of the Supervisory Board for a period
of four years shall be submitted to the 2023 AGM.
Mrs. Arnold’s term as Supervisory Board member will end
at the AGM on 20 April 2023. The Supervisory Board is
very grateful for Mrs. Arnold’s commitment and her
meaningful contributions to the Supervisory Board and its
Audit Committee over the past years. Especially her
contributions to the Digital and Technology agenda of
the Company have been very valuable.
A non-binding nomination for the appointment of
Mr. Hijmans van den Bergh and Mrs. Pardo as members of
the Supervisory Board for a period of four years.shall be
submitted to the 2023 AGM. With these nominations the
Supervisory Board will grow from ten to eleven members,
in line with the Regulations of the Supervisory Board and
reflecting an increased composition in times of transition.
It is the aim of the Supervisory Board that its composition,
also in terms of skills and expertise, supports the Company
in its goal to future-proof the business and deliver superior
and balanced growth with greater focus on meeting the
needs of consumers and customers.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
56
To the Shareholders
Remuneration
The AGM determines the remuneration of the members
of the Supervisory Board. Details of the remuneration can
be found in Note 13.3 to the Financial Statements.
Meetings and activities of the Supervisory Board
During 2022, the Supervisory Board held eight meetings
with the Executive Board. Most meetings were held
in person.
The agenda for the Supervisory Board regularly included
topics such as the Company’s strategy aimed at long-term
value creation as well as the manner in which the Executive
Board implements the Company’s strategy. Other topics
discussed were the Company’s culture, the Company’s
financial position, the business and financial performance,
acquisitions, large investment proposals, the annual budget
and plan, management changes and the internal risk
management and control system.
During the year, several representatives of senior
management and the Executive Team were invited to give
presentations to the Supervisory Board.
The external auditor attended the meeting in which the
annual results were discussed.
The Supervisory Board had a two-day meeting in
Amsterdam, the Netherlands, with the Executive Team to
discuss the Company’s strategic priorities.
The Supervisory Board also visited Milan, Italy, where the
Management Team of Heineken Italy, the Managing
Directors of Serbia and of Switzerland and various other
senior managers presented an update on business
performance and the organisational risks and opportunities.
In addition, a market visit to customers and consumers
provided insights in the local commercial environment.
To ensure permanent education, the Supervisory Board is
provided with regular deep dives on strategic topics of the
Company, both in the meetings of the Supervisory Board
and in the meetings of the committees.
In 2022, the following deep dives were conducted:
– The EverGreen 2025 strategy.
– The impact of COVID-19 and related measures,
amongst others, to ensure the health and safety of
employees and pro-actively take business measures and
mitigations.
– The impact of the war in Ukraine on people, the
organisation and the business. Various meetings
focused on the situation, the actions and the future
of the Company in Russia.
– The Global People strategy, including succession
planning, the inclusion and diversity strategy and talent
management. This also included a reflection on the
purpose, values and behaviours of the Company.
– Various business development related projects.
– An update of the operationalisation and progress made
in the execution of the Brew a Better World
strategy 2030.
– The strategy to design a competitive and sustainable
supply chain for Europe.
– The strategy of Global Procurement.
– The strategy of Global Commerce, including the global
sponsorship strategy.
– Digital & Technology, with additional attention placed
on cybersecurity.
– An online education in the area of sustainability.
Regular Executive Sessions were held without the
Executive Board being present. The purpose of these
sessions was to evaluate the Supervisory Board meetings
and, where relevant, further reflect on particular subjects
discussed at the meetings.
One Executive Session was dedicated to the evaluation of
the Supervisory Board relating to the performance,
working methods, procedures and functioning of the
Supervisory Board, its committees and its individual
members as well as the functioning of the Executive Board
and its individual members.
The evaluations were conducted on the basis of individual
interviews of the Supervisory Board members with the
Chairman. The conversations covered topics such as the
composition and expertise of the Supervisory Board,
access to information, frequency and quality of the
meetings, leadership developments, quality and timeliness
of the meeting materials, and the nature of the topics
discussed during meetings.
The outcome of the evaluations showed that the
Supervisory Board members indicated that the Board
continues to be a diverse and well-functioning team.
The Supervisory Board reflected on the skills and expertise
of each member and decided to add a dedicated matrix in
this Annual Report. A number of suggestions were made
to further strengthen the Supervisory Board going forward.
A few changes in the set-up of the committees were
implemented to align the skills and expertise of all
members to the right committees.
The Chairman of the Supervisory Board met frequently
with the CEO and kept the Supervisory Board informed.
An induction programme was set up for Mr. Camacho
Beltrán. As part of the programme, Mr. Camacho Beltrán.
had meetings with several senior leaders and visited the
brewery in Zoeterwoude, the Netherlands.
Committees
The Supervisory Board has five Committees: the
Preparatory Committee, the Audit Committee, the
Selection & Appointment Committee, the Remuneration
Committee and the Sustainability & Responsibility
Committee. The terms of reference for the Committees
are available on the Company’s website.
Preparatory Committee
Composition: Mr. Huët (Chairman), Mr. de Carvalho,
Mr. Das and Mr. Fernández Carbajal. The Preparatory
Committee met six times.
The Committee prepares decision-making by the
Supervisory Board on matters not already handled by any
of the other committees, such as in relation to acquisitions
and investments. The Chairman of the Executive Board
also attends the Preparatory Committee meetings.
Audit Committee
Composition: Mrs. Helmes (Chairperson), Mr. Huët,
Mr. Astaburuaga Sanjinés (until 21 April 2022), Mrs. Arnold
and Mr. Camacho Beltrán (as of 21 April 2022). Mrs. Ripley
joined the Audit Committee as of 1 January 2023. The
Audit Committee met four times.
The members collectively have the experience and
financial expertise to supervise the Executive Board in its
activities in relation to the publication of Financial
Statements and operation of the internal risk
management and control systems, including the risk
profile of the Company.
The Executive Board attended all meetings, and so did the
external auditor, the Executive Director Global Audit, as
well as the Senior Director Global Accounting and
Risk Management.
The Executive Director Global Audit has direct access to
the Audit Committee, primarily through its Chairperson.
During the year, the Audit Committee met once with the
external auditors and once with the Executive Director
Global Audit, in both instances without management
being present. In addition, the Chairperson of the Audit
Committee and the Executive Director Global Audit held
regular update meetings during the year.
The Committee supervises the activities of the Executive
Board with respect to the publication of financial
information. The Committee reviews, in the presence of
the Executive Board and the external auditor, the
appropriateness of the half year reporting and the annual
financial statements, focusing on:
– The decisions made on the selection and application of
accounting policies.
– The reliability and completeness of disclosures.
– Compliance with financial, non-financial and other
reporting requirements.
– Significant judgements, estimates and assumptions
used in preparing the reports in respect of, among
others, accounting for acquisitions and divestments,
the annual impairment test and determining the level
of provisions.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
57
To the Shareholders
At the beginning of the year, the Committee reviews and
approves the audit plans of the external auditor as well as
Global Audit. The Committee focuses mainly on the
scoping, key risks, staffing and budget.
Selection & Appointment Committee
Composition: Mr. Huët (Chairman), Mr. de Carvalho,
Mr. Das, Mr. Fernández Carbajal and Mrs. Mars Wright.
The Selection & Appointment Committee met four times.
In 2022, the following subjects were on the agenda:
– The profile, composition and rotation schedule of the
members of the Supervisory Board. This review has
resulted in recommendations for nominations for
appointment of two new members of the Supervisory
Board at the AGM 2023.
– The composition of the committees of the Supervisory
Board, considering the skills and expertise of the various
members and the focus areas of the various
committees. This review has resulted in various
proposed changes in the committee composition.
– Evaluation of the Supervisory Board and the
Executive Board.
During the year, the Committee reviews the reports of the
external auditor and Global Audit.
The Chairperson of the Audit Committee held regular
update meetings with the CFO and other senior executives.
Furthermore, the Committee in 2022 discussed recurring
topics, such as:
– The effectiveness and the outcome of the internal
control and risk management systems, as well as
changes made and improvements planned to
these systems.
– (Functional) Updates in respect of Global Procurement,
Global Treasury & Insurance and Global Tax, Pensions,
Business Conduct and Global Legal Affairs, as well as
Risk Management.
– A dedicated deep dive in respect of Global Digital &
Technology, including on cybersecurity.
– Specific updates in the area of sustainability reporting
and the preparations for the anticipated European
legislation in this area.
– HEINEKEN’s governance, risk and compliance (GRC)
activities, including the HEINEKEN Company Rules and
the HEINEKEN Code of Business Conduct.
– The outcome of the Global Audit activities.
– The outcome of the annual Letter of Representation
process and the report from the Integrity Committee
related to fraud reporting and Speak Up policy.
– The evaluation of the external auditor, Deloitte
Accountants B.V. and the proposed re-appointment of
Deloitte Accountants B.V. as auditor for the financial
year 2024. The process for future rotation of the
external auditor was also discussed.
The Chairperson of the Audit Committee informed
the Supervisory Board of the discussions held in the
Audit Committee.
Sustainability & Responsibility Committee
Composition: Mr. Fernández Carbajal (Chairman),
Mr. de Carvalho, Mrs. Mars Wright, Mrs. Ripley and
Mr. Paranjpe. The Committee met four times.
In 2022, the following subjects were on the agenda:
– The operationalisation of the Brew a Better World 2030
strategy and the progress made against the KPIs across
the three key pillars of the strategy, being
environmental, social and responsible consumption.
– Various deep dives within the three pillars, including
carbon, water, the Company’s scope 3 footprint and
responsible consumption.
– The Company’s climate risk assessments and strategic
considerations based on the standards of the Task
Force on Climate-related Financial Disclosures and the
anticipated European sustainability legislation.
– External sustainability developments, including the key
sustainability focus areas of investors. An external
speaker from a renowned bank was asked to share
insights.
– The focus areas, risks and opportunities of the
Company in the area of the Brew a Better World
strategy for 2023 and beyond.
Remuneration Committee
Composition: Mr. Das (Chairman), Mr. de Carvalho,
Mr. Huët, Mrs. Ripley (until 31 December 2022) and
Mrs. Helmes (as of 1 July 2022). The Remuneration
Committee met three times.
The Committee made recommendations to the
Supervisory Board regarding the achievement of the
2021 targets and related compensation of the Executive
Board and the 2022 target setting of the Executive Board,
that were endorsed by the Supervisory Board. As part of
the recommendations, the Remuneration Committee took
note of the Executive Board members’ views with regard
to the amount and structure of their own remuneration.
The Remuneration Committee also received a report on
the status and trends in executive remuneration and
executive remuneration governance in order to fulfil its
remuneration governance responsibilities. The report
aimed, among other things, to review alignment of the
Company’s remuneration practices with its remuneration
principles, to provide an overview of the Company’s
competitive remuneration positioning versus the market,
to assess the relation between actual remuneration and
performance, and to update the Committee on executive
compensation trends, regulatory developments and views
of investors, external stakeholders including public opinion.
At the AGM 2022, the Company received valuable
feedback from shareholders and shareholder interest
organisations with respect to the Remuneration Report.
This feedback has been discussed by the Remuneration
Committee and has been taken into consideration. As a
result, several changes have been implemented. The
details are in the 2022 Remuneration Report, which is
included in this Annual Report.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
58
To the Shareholders
Attendance
The Supervisory Board confirms that all Supervisory Board members have adequate time available to give sufficient
attention to the concerns of the Company.
In 2022, the attendance rate was 90% for the Supervisory Board meetings and 96% for the committee meetings. Due to
various key developments two ad hoc Supervisory Board meetings were convened in 2022 (two out of eight). These
meetings could not be attended by all members due to prior commitments or other constraints. In case of absence,
members are fully informed in advance, enabling them to provide input for the meeting, and they are also updated on
the meeting outcome.
The table below provides an overview of the attendance record of the individual members of the Supervisory Board.
Attendance is expressed as a number of meetings attended out of the number eligible to attend.
Supervisory
Board
Preparatory
Committee
Audit
Committee
Selection &
Appointment
Committee
Remuneration
Committee
Sustainability &
Responsibility
Committee
Mr. Huët
Mr. Fernández Carbajal
Mr. Das
Mr. de Carvalho
Mr. Astaburuaga Sanjinés*
Mrs. Mars Wright
Mrs. Helmes
Mrs. Ripley
Mrs. Arnold
Mr. Paranjpe
Mr. Camacho Beltrán**
8/8
8/8
6/8
8/8
3/3
6/8
7/8
8/8
7/8
6/8
5/5
6/6
6/6
6/6
6/6
4/4
1/1
4/4
3/4
3/3
* Mr. Astaburuaga Sanjinés’ term in the Supervisory Board ended on 21 April 2022.
** Mr. Camacho Beltrán’s term in the Supervisory Board started on 21 April 2022.
4/4
4/4
3/4
4/4
3/4
3/3
3/3
3/3
2/2
3/3
4/4
3/4
4/4
4/4
4/4
Executive Board composition and remuneration
Composition
Best practice provision 2.2.1 of the Code recommends that an Executive Board member is appointed for a period of four
years and that a member may be reappointed for a term of not more than four years at a time.
In compliance with this best practice provision, the Supervisory Board has drawn up a rotation schedule to avoid, as much
as possible, a situation in which Executive Board members retire at the same time.
Mr. Dolf van den Brink was appointed for a period of four years during the AGM in 2020 as Chairman and CEO of the
Executive Board. Mr. Harold van den Broek was appointed for a period of four years during the AGM in 2021 as CFO and
member of the Executive Board.
Remuneration
The AGM approved the current remuneration policy for the Executive Board in 2022.
Appreciation
The Supervisory Board wishes to express its gratitude to the members of the Executive Board and all HEINEKEN
employees for their hard work and dedication in 2022.
Supervisory Board Heineken N.V.
Huët
Fernández Carbajal
Das
de Carvalho
Mars Wright
Helmes
Ripley
Arnold
Paranjpe
Camacho Beltrán
Amsterdam, 14 February 2023
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
59
Remuneration Report 2022
Annual statement from the Remuneration Committee Chair
Dear Shareholder,
I am pleased to present to you the HEINEKEN remuneration report for the year 2022, which includes our current
remuneration policies for the Executive Board and the Supervisory Board and describes how the policies have been put
into practice during 2022.
HEINEKEN’s remuneration policy continues to reflect our long-standing remuneration principles of supporting the
business strategy, paying for performance, and paying competitively and fairly. The remuneration policy and underlying
principles support our long-term sustainable business growth in the widely diverse markets in which we operate. In
addition, the perspective and input of internal and external stakeholders as well as public opinion have been taken into
consideration in establishing and implementing the remuneration policy.
Looking to 2022
Linking pay to ESG performance
In 2022, we modified our Executive Board remuneration policy to introduce ESG-related performance measures in the long-
term incentive plan, linking the Executive Board’s long-term remuneration with HEINEKEN’s Sustainability & Responsibility
strategy. The revised policy was submitted to the April 2022 AGM and was adopted with 97.5% of the votes.
Three “Brew a Better World” commitments were selected to be included as long-term incentives ESG performance measures
with equal weights: carbon emissions reduction, water efficiency and percentage of women at senior manager level.
Increased level of transparency
The 2021 remuneration report was submitted for an advisory vote to the April 2022 AGM and was approved with 79.5%
of the votes. From the shareholder engagement in 2022, we noted the request for an increased level of transparency
around performance conditions for the short-term and long-term incentive plans.
We have acted on this feedback and in this 2022 remuneration report we have added ex-post disclosure of the performance
targets and intervals as well as the actual achievements for each of the performance measures in our Short-term and Long-
term incentives. Additionally, we have added ex-ante disclosure of the performance targets and intervals for the ESG-related
performance measures in our 2022-2024 Long-term incentive plan. We believe this decision reflects HEINEKEN’s belief in
transparent business practices and our commitment to an ongoing, constructive dialogue with our stakeholders.
Executive Board Remuneration outcomes
In the beginning of the year, the Supervisory Board reviewed the Executive Board’s actual base salary and short-term
and long-term variable remuneration versus the labour market peer group median. Based on that assessment, the
Supervisory Board concluded that the Executive Board members would not receive a salary increase in 2022.
As the year progressed, we continued building on our strengths and delivered strong performance against our growth,
profitability, and strategic targets in a challenging business environment. Within this context, the Supervisory Board
concluded that the formulaic performance outcomes for the 2022 short-term incentives of 168%, as well as the
performance vesting of the 2020-2022 long-term incentive award of 186%, are fair and reflective of the Executive Board’s
true performance and leadership navigating this volatile environment while building a brighter future for HEINEKEN.
Supervisory Board Remuneration
The Supervisory Board remuneration policy remained unchanged in 2022.
Looking to 2023
We are not proposing any policy changes for the year ahead.
We thank shareholders for their continued support, and I look forward to presenting this remuneration report at the
2023 AGM.
Maarten Das
Chairman of the Remuneration Committee
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
60
Remuneration Report 2022
This Remuneration Report includes five sections:
Part I
Describes the prevailing Executive Board remuneration policy, as adopted by the AGM in 2022, and as it has been
implemented in 2022.
Part II
Describes the prevailing Supervisory Board remuneration policy, as adopted by the AGM in 2020, and as it has been
implemented in 2022.
Part III
Provides details of the Executive Board actual remuneration for performance ending in, or at year-end, 2022.
Part IV
Provides details of the Supervisory Board actual remuneration ending in, or at year-end 2022.
Part V
Outlines adjustments to the remuneration policy and implementation for 2023.
Part I – Executive Board remuneration policy
Remuneration principles
The Executive Board remuneration policy is designed to meet four key principles:
Remuneration
element
Base salary
Short-term
incentive
– Support the business strategy
We align our remuneration policy with business strategies focused on creating long-term sustainable 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 and long-term incentive policies, and we pay higher
remuneration when targets are exceeded and lower remuneration when targets are not met.
Long-term
incentive
– 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 the wider employee population and aim to achieve consistency and alignment in, amongst
others, remuneration changes, salary structures and the design of variable compensation where possible.
Pensions
Benefits
Summary overview of remuneration elements
The Executive Board remuneration policy is simple and transparent in design, and consists of the following key elements:
Description
Strategic role
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Involves fixed cash compensation
Aims for the median of the labour market peer group
Is based on achievements of annual measures, of which
75% relate to financial and operational measures for
Heineken N.V. and 25% to individual leadership measures
Aims, at target level, for the median of the labour market
peer group
Is partly paid in cash, and partly in investment shares with
a holding period of five calendar years:
the part paid in shares is between 25% and 50% of the
full before-tax Short-term incentive amount, depending
on the individual’s choice whether, and to which extent, to
exceed the mandatory 25% share investment
the part in cash is paid net of taxes (i.e. after deduction of
withholding tax due on the full before-tax Short-term
incentive amount)
Investment shares are matched on a 1:1 basis after the
holding period
Is based on achievements of three-year targets for
Heineken N.V., of which 75% relate to financial measures
and 25% relate to ESG measures
Aims, at target level, for the median of the labour market
peer group
Is awarded through the vesting of shares, net of taxes (i.e.
after deduction of withholding tax due on the full before-
tax Long-term incentive amount)
Vested shares are blocked for another two years, to arrive
at a five-year holding restriction after the date of the
conditional performance grant
Defined Contribution Pension Plan and/or Capital
Creation Plan
Provides a range of benefits, including, but not limited to,
company car, fuel and health insurance
Aims to be in line with local market practice
–
–
–
–
–
–
–
–
–
Facilitates attraction and is the
basis for competitive pay
Rewards performance of day-
to-day activities
Drives and rewards sound
business decisions for the long-
term health of HEINEKEN
Aligns Executive Board and
shareholder interests
Drives and rewards sound
business decisions for the long-
term health of HEINEKEN
Aligns Executive Board and
shareholder interests
Supports Executive Board
retention
Provides for employee welfare
and retirement needs
Provides market competitive
benefits to aid retention
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
61
Remuneration Report 2022
Labour market peer group
A global labour market peer group was adopted by the AGM in 2011, and subsequently adjusted in 2012 and 2017. The
median target remuneration of this peer group is a reference point for the target remuneration of the CEO and CFO.
Each year, the Remuneration Committee validates the peer group to ensure relevance, and recommends adjustments to
the Supervisory Board if needed. For 2022 (and 2021), the peer group consisted of the following companies:
Anheuser-Busch InBev (BE)
Carlsberg (DK)
Coca-Cola (US)
Diageo (UK)
Henkel (DE)
Nestlé (CH)
Pepsico (US)
Kimberly-Clark (US)
Pernod Ricard (FR)
Colgate-Palmolive (US)
Mondelēz International (US)
Unilever (NL)
Danone (FR)
L’Oréal (FR)
Base salary
Every year, peer group and base salary levels are reviewed, and the Remuneration Committee may propose adjustments
to the Supervisory Board. HEINEKEN aims to compensate at median on target remuneration of the peer group. However,
when changes in base salary are considered, broader factors are taken into account, including but not limited to the
individual and business performance and the internal pay relativities.
Short-term incentive
The Short-term incentive (STI) is designed to drive and reward the achievements of HEINEKEN’s annual performance
targets. Through its payout in both cash and investment shares it also drives and rewards sound business decisions for
HEINEKEN’s long-term health while aligning Executive Board and shareholder interests at the same time. The target STI
opportunities for 2022 are 140% of base salary for the CEO and 100% of base salary for the CFO. These percentage
opportunities are well aligned with the labour market peer group medians.
The STI opportunities are for a weighted 75% based on financial and operational measures for Heineken N.V., and for a
weighted 25% on individual leadership measures. At the beginning of each year, the Supervisory Board establishes the
performance measures, their relative weights and corresponding targets based on HEINEKEN’s business priorities for that
year. The Supervisory Board ensures that a balanced mix of financial, operational and individual performance measures
is selected, which incentivises executives to achieve our annual business strategy and the growth of shareholder value.
The financial and operational measures and their relative weights are reported in the Remuneration Report upfront (ex-
ante); the numerical performance targets are only disclosed after the close of the financial year (ex-post) as they are
considered to be commercially sensitive. In the first weeks of the following year, the Supervisory Board reviews the
Company and individual performance against the pre-set targets, and approves the STI payout levels based on the
performance achieved. The performance on the financial measures will be reported on actual measure achievement
results (cf. Part III).
The STI payout for 2022 is subject to four performance measures: Organic Net Revenue Growth (weight: 35%), Organic
Operating Profit beia Growth (weight: 15%), Free Operating Cash Flow (weight: 25%) and Individual Leadership
measures (weight: 25%). The Individual leadership measures are a mix of quantitative and qualitative measures focused
on the implementation of HEINEKEN’s strategy. The STI payout for 2023 will be subject to four performance measures:
Organic Net Revenue Growth (weight: 35%), Organic Operating Profit beia Growth (weight: 15%), Free Operating Cash
Flow (weight: 25%) and Individual Leadership measures (weight: 25%). The individual leadership objectives will be tied to
achievement of our EverGreen strategy. The detailed individual leadership objectives will be included in the annual report
as of 2023.
For each performance measure, a threshold, target and maximum performance level is set with the following STI payout,
as a percentage of target payout:
Threshold performance
50% of target payout
Target performance
100% of target payout
Maximum performance
200% of target payout.
For each measure, payout in between these performance levels is on a straight-line basis; below threshold performance
the payout is zero, whereas beyond maximum performance it is capped at 200% of payout at target.
In line with policy, 25% of the STI payout is paid out in shares, referred to as investment shares. At their discretion, the
Executive Board members have the opportunity to indicate before the end of the performance year whether they wish to
receive up to another 25% of their STI payout in additional investment shares. All investment shares thus received are
then blocked and cannot be sold under any circumstance, including resignation, for five calendar years to link the value of
the investment shares to long-term Company performance. Withholding tax on the investment shares and on the cash
part of the STI payout is settled with the cash part at the time of payout. After the blocking period is completed after five
calendar years, the Company will match the investment shares 1:1 in the first weeks of the following year, i.e. one
matching share is granted for each investment share. As from then, there are no holding requirements on these
investment shares anymore, and there are no holding requirements on the resulting matching shares that remain after
withholding tax on these shares.
According to plan rules, matching entitlements will be forfeited in case of dismissal by the Company for an urgent reason
within the meaning of the law (‘dringende reden’), or in case of dismissal for cause (‘gegronde reden’), whereby the cause
for dismissal concerns unsatisfactory functioning of the Executive Board member. With this ‘deferral-and-matching’
proposition a significant share ownership by the Executive Board is ensured, creating an increased alignment with the
interests of shareholders. The Supervisory Board has the power to revise the amount of the STI payout to an appropriate
amount if the STI payout that would have been payable in accordance with the agreed payment schedule would be
unacceptable according to standards of reasonableness and fairness. The Supervisory Board is entitled to claw back all or
part of the STI payout (in cash, investment shares or matching shares) insofar as it has been made on the basis of
incorrect information about achieving the performance conditions.
Introduction
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Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
62
Remuneration Report 2022
Long-term incentive
The Long-term incentive (LTI) is designed to drive and reward sound business decisions for HEINEKEN’s long-term health,
and to align the Executive Board with shareholder interests by linking rewards to HEINEKEN’s share price performance.
The target LTI opportunities for 2022 are 150% of base salary for the CEO and 125% of base salary for the CFO.
For each performance measure, a threshold, target and maximum performance level is set with the following
performance share vesting schedule:
Threshold performance
50% of performance shares vests
Each year, a target number of performance shares is conditionally granted based on the aforementioned target LTI
opportunity percentage of that year, the base salary of that year, and the closing share price of 31 December of the
preceding year.
HEINEKEN’s strong and long-standing ambition regarding Sustainability & Responsibility is clearly reflected in our
EverGreen strategy and related Brew a Better World (“BaBW”) commitments. At the 2022 AGM, the Supervisory Board
proposed to introduce a set of ESG-related performance measures to the Long-term incentive plan, directly linking the
Executive Board’s long-term remuneration with HEINEKEN’s Sustainability & Responsibility strategy. Three BaBW
commitments were selected to be included as performance measures: carbon emissions reduction, water efficiency, and
percentage of women at senior manager level. The proposal to include these measures in place of the Operating Profit
performance measure in the Long-term incentive plan was adopted with 97.49% of the votes.
The vesting of the performance shares is contingent on HEINEKEN’s performance over a period of three years on a list of
performance measures below.
Organic Net Revenue Growth (25%)
To drive top line growth
Earnings Per Share (EPS) beia Growth (25%)
To drive overall long-term Company performance
Free Operating Cash Flow (25%)
To drive focus on cash
ESG measures (25%):
To drive the sustainability & responsibility agenda (see below table)
The three financial performance measures and the combined ESG -related measures have equal weight to minimise the
risk that participants over-emphasise one performance measure to the detriment of others. At the beginning of each
performance period, the Supervisory Board establishes the corresponding numerical targets for these performance
measures based on HEINEKEN’s business priorities. The numerical targets for the three financial performance measures
are not disclosed upfront as they are considered to be commercially sensitive. The targets for the ESG-related
performance measures for the 2022-2024 Long-term incentive are as follows:
ESG Measures
Weight
Threshold
Target1
Maximum
Carbon emissions reduction in production
% vs 2018 baseline
8.33 %
-28.0 %
Water efficiency improvement
% vs 2018 baseline
8.33 %
Women at senior manager level
% in 2024
8.33 %
-9.0 %
27.0 %
-33.0 %
-12.0 %
28.5 %
-38.0 %
-15.0 %
30.0 %
1 Target to have been achieved at the end of the 2022-2024 performance period.
In the first weeks following the end of the performance period, the Supervisory Board reviews the Company’s
performance against the pre-determined targets, and approves the LTI vesting based on the performance achieved.
The performance on both the financial and ESG-related measures will be reported on actual measure achievement
results (cf. Part III).
Target performance
100% of performance shares vests
Maximum performance
200% of performance shares vests.
For each measure, vesting in between these performance levels is on a straight-line basis; below threshold performance
the vesting is zero, whereas beyond maximum performance it is capped at 200% of vesting at target.
The Supervisory Board has the power to revise the amount of performance shares that will vest to an appropriate
number if the number of performance shares that would have vested under the agreed vesting schedule would be
unacceptable according to standards of reasonableness and fairness. The Supervisory Board is entitled to claw back all or
part of the shares transferred to the Executive Board members upon vesting (or the value thereof) insofar as vesting
occurred on the basis of incorrect information about achieving the performance conditions. The vested performance
shares that remain after withholding tax are subject to an additional holding restriction of two years, to arrive at a five-
year holding restriction after the date of the conditional performance grant.
Pay mix
The mix between fixed pay and variable pay for various levels of performance is illustrated below. In these charts, fixed
pay refers to base salary only, excluding pensions and other emoluments, and variable pay consists of the
aforementioned Short-term and Long-term incentive opportunities, including the ‘deferral-and-matching’ proposition.
Share price movements during performance and holding periods are hereby not included since these are unknown in the
context of target remuneration.
CEO target pay mix 2022-2023
Below threshold
performance
At threshold
performance
At target
performance
At/beyond max
performance
CFO target pay mix 2022-2023
Below threshold
performance
At threshold
performance
At target
performance
At/beyond max
performance
Fixed pay
Variable pay
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
63
Remuneration Report 2022
Pensions
The members of the Executive Board participate in a defined-contribution Capital Creation Plan. As of 2015, following
pension reforms in the Netherlands, new members of the Executive Board receive the same contribution as new
executives under Dutch employment contract below the Executive Board, which is currently 18% of base salary. This
applies to our current CEO and CFO. Both Executive Board members have chosen to receive their full pension
contributions as taxable income, as opposed to applying tax deferral to the maximum amount possible.
Benefits
The members of the Executive Board are eligible to receive benefits in line with HEINEKEN’s most senior employees. The
benefits include, but are not limited to, company car, fuel and health insurance. Other benefits could be offered in
circumstances where this allows executives to successfully fulfil the responsibilities of their role. For example in case of a
relocation the appropriate relocation support is provided. The levels of the benefits will be competitive in the relevant
local market and could be changed year on year.
Loans
HEINEKEN does not provide loans to the members of the Executive Board.
Term of appointment
New members of the Executive Board are appointed by the AGM for the duration of 4 years, subject to reappointment
by the AGM.
Notice period
The service agreement may either be terminated by the member of the Executive Board or by the Company. The notice
period will not be more than 12 months for both the Company and the individual.
Compensation rights on termination of employment/service agreement
If the Company gives notice of termination of the employment agreement of a member of the Executive Board for a
reason which is not an urgent reason (‘dringende reden’) within the meaning of the law, or decides not to extend the
service agreement upon its expiry, or if the AGM does not re-appoint them as member of the Executive Board for a
subsequent term, the Company shall pay an amount equal to one year of base salary.
The treatment of incentive awards will depend on the circumstances of departure. A proposal will be made by the
Remuneration Committee to be pursued by the Supervisory Board. In case of dismissal by the Company for an urgent
reason within the meaning of the law (‘dringende reden’), or in case of dismissal for cause (‘gegronde reden’) whereby
the cause for dismissal concerns unsatisfactory functioning of the Executive Board member, the unvested incentive
awards will be forfeited.
Derogation clause
The Supervisory Board, upon recommendation of the Remuneration Committee, may temporarily deviate from any
sections of the Policy based on its discretion in the circumstances described below:
– Upon change of the Executive Board member in accordance with the new hire policy,
– In any other circumstance where the deviation may be required to serve the long-term interests and sustainability of
the Company as a whole or to assure its viability.
New hire policy
Our recruitment policy is to offer a compensation package that allows HEINEKEN to attract, retain and motivate the
individual with the right skills for the required role. When determining remuneration for an Executive Board member, the
Supervisory Board will, at the recommendation of the Remuneration Committee, consider the role’s requirements,
business needs, the individual’s skills and experience and the relevant external talent market.
Where an individual is recruited externally for an Executive Board member position, the remuneration package in their
prior role will be taken into account. The Supervisory Board will seek to align the new member’s remuneration package
with the Executive Board Remuneration Policy. The Company may offer compensation to buy out awards or other lost
compensation which the candidate held prior to joining HEINEKEN, but which lapsed upon leaving their previous
employer. The rationale of any such award will be disclosed in the Remuneration Report.
Where an individual is appointed to the Executive Board through internal promotion or following a corporate transaction
(e.g. an acquisition), the Board retains the ability to honour any legally binding legacy arrangements agreed prior to
the appointment.
Remuneration Governance
The Remuneration Committee makes the proposal to the Supervisory Board for the Remuneration Policy to be pursued,
and makes a proposal for the remuneration of the individual members of the Executive Board for adoption by the
Supervisory Board. In accordance with Dutch Law, the remuneration policy will be submitted for approval to the AGM at
least every four years, or in case of material amendments to the policy. The Executive Board members shall not
participate in the decision making regarding their own remuneration to avoid conflict of interest.
Introduction
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Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
64
Remuneration Report 2022
Part II – Supervisory Board remuneration policy
Remuneration principles
The Supervisory Board remuneration policy is designed to attract and retain high-class and diverse profiles with relevant
skills and experience that are required to perform the Supervisory Board’s duties and it ensures appropriate corporate
governance by meeting the following key principles:
– Support the business strategy
We align our remuneration policy with business strategies focused on creating long-term sustainable growth and
shareholder value.
– Pay for purpose
We align our remuneration policy to promote the independence and objectivity of our Supervisory Board members,
which is a key element to best serve the long-term interest of the company.
– Pay competitively
We set remuneration levels to be competitive with other relevant multinational corporations of similar size
and complexity.
While establishing and implementing the policy, the perspective and input of internal and external stakeholders and the
external environment in which HEINEKEN operates, are taken into consideration. HEINEKEN is also committed to an
ongoing dialogue with shareholders and seeks the views of significant shareholders before any material changes to
remuneration arrangements are put forward for approval.
Summary overview of remuneration elements
The Supervisory Board remuneration policy is simple and transparent in design, and consists of the following key elements:
Element
Purpose
Description
Base Board Fees
–
–
–
Supervisory Board members receive a
fixed cash compensation for their
services.
In line with the Dutch Corporate
Governance code, no variable pay and /
or equity awards are offered.
In order to provide a fee level that is
competitive with other companies
comparable to HEINEKEN, reviews are
conducted on a regular basis.
–
–
The Remuneration Committee is responsible
to review the compensation levels on a
regular basis and to bring forward proposals
(if any) to the Supervisory Board. Proposals
are submitted to the Annual General Meeting
for approval.
This review is done through a benchmark
assessment against a pan-European peer
group consisting of companies that are of
comparable size to HEINEKEN.
Committee Fees
–
–
Supervisory Board members are
compensated for additional
responsibilities such as Committee
membership.
In order to provide a fee level that is
competitive with other companies
comparable to HEINEKEN, reviews are
conducted on a regular basis.
–
– Members are eligible to receive additional
fees in respect of serving as a Chairman or
Member of a Committee.
Fee levels between Committees can differ if
this is deemed appropriate depending on the
time commitment and responsibilities
associated with the Committee membership.
Fees are additive; if a Board member serves in
multiple Committees, the compensation will
consist of the Board membership fee and the
sum of the corresponding Committee fees.
–
Allowances and
Benefits
–
Supervisory Board members are
reimbursed and compensated for
additional efforts that enable them to
exercise their role.
– Members receive reimbursement of travel
expenses and are compensated for
intercontinental travel required to exercise
their role.
Small benefits such as retirement gifts may
also be provided.
–
Introduction
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Financial
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Remuneration Report 2022
Part III – The Executive Board actual remuneration for performance ending in, or at year-end, 2022
The following table provides an overview of the Executive Board actual remuneration that became unconditional in, or at year-end, 2022. For disclosures in line with IFRS reporting requirements, which are ‘accrual-based’ over earning/performance
periods and partly depend on estimations/assumptions, see note 13.3 ‘Related parties’ on page 116. The Supervisory Board conducted a scenario analysis with respect to possible outcomes of the variable remuneration disclosed in this section.
2020-2022 Long-term incentive
Matching entitlements
Extraordinary Share Grants
(1) Base salary in €
(2) 2022 Short-term
incentive in €
(3) No. of
performance shares
vesting1
(4) Value of
performance shares
vesting in €
(5) No. of matching
entitlements
vesting
(6) Value of
matching
entitlements
vesting in € (7) Pension cost in €
(8) No. of
extraordinary
shares vesting2
(9) Value of
extraordinary
shares vesting in €
(10) Other
emoluments in €
Van den Brink
Van den Broek
1,250,000
2,940,000
24,225
2,128,893
850,000
1,428,000
—
—
—
—
—
—
300,947
156,920
—
—
13,155
1,156,061
28,685
—
(11) Total in €
6,648,525
3,590,981
1 The number of performance shares vesting for Mr. van den Brink includes 1,637 shares vesting based on shares that were granted to him as President for Asia Pacific, and 22,588 shares vesting based on shares that were granted to him as CEO and Member of Executive Board under the Executive Board LTI policy.
2 See details on Mr. Van den Broek's extraordinary share grant under point ad(8).
ad (1) – Base salary
These base salaries have been paid to the members of the Executive Board for 2022..
ad (2) – 2022 Short-term incentive
The 2022 Short-term incentive (STI) relates to the performance year 2022, and becomes payable in 2023. The STI for
2022 was subject to four performance measures: Organic Net Revenue Growth (weight: 35%), Organic Operating Profit
beia Growth (weight: 15%), Free Operating Cash Flow (weight: 25%) and Individual leadership measures (weight: 25%).
The following table shows the performance targets and intervals, as well as the actuals achievements as determined by
the Supervisory Board for each of these measures:
Performance Measures
Weight
Threshold
Target Maximum Achievement
Payout
Organic Net Revenue Growth (%)
Operating Profit beia Growth (%)
Free Operating Cash Flow (€ m)
Individual leadership measures
Total
35 %
15 %
25 %
25 %
100 %
10.0 %
10.0 %
2,000
–
15.0 %
20.0 %
2,150
–
20.0 %
30.0 %
2,500
–
21.2 %
24.0 %
2,409
–
200 %
140 %
174 %
134 %
168 %
The specific objectives underlying the Individual leadership measures will be disclosed in the annual report as of 2023.
The resulting STI payout for 2022 is 168% of payout at target level for both members of the Executive Board. In line with
policy, 25% of the STI payout is paid out in investment shares against the closing share price of 15 February 2022, the
publication date of these financial statements. In addition, the Executive Board members have had the opportunity to
indicate before the end of the 2022 performance year whether they wished to receive up to another 25% of their STI
payout in additional investment shares; for 2022 the Executive Board members elected to receive an additional 25%
investment shares beyond the mandatory 25% share investment. The investment shares are restricted for sale for five
calendar years, after which they are matched 1:1 by matching shares. Revision and clawback provisions apply to this
Short-term incentive, including the related matching share entitlement. The table below provides an overview of the
investment shares at year-end that were awarded as part of STI payouts in the past, and that have remained blocked
and await 1:1 matching by the Company, provided the conditions thereto are met. Only when the holding period of the
investment shares has been completed, will the matching share entitlements be converted into shares and transferred to
the recipient.
Van den Brink
Van den Broek
1 The share price as of 31 December 2022 is €87.88.
STI
payout
for
2022
2021
2020
2022
2021
% of STI
payout
invested
in shares
50 %
50 %
n.a.
50 %
50 %
Award
date
15.02.2023
16.02.2022
n.a.
15.02.2023
16.02.2022
No. of
investment
shares awarded
Value of
investment shares
as of the award
date in €
End of
blocking
period
Value of investment
shares as of 31.12.20221
in €
t.b.d.
c.a. 1,470,000
31.12.2027
n.a.
16,327
1,583,719
31.12.2026
1,434,817
—
t.b.d.
4,626
—
c.a. 714,000
448,722
n.a.
31.12.2027
31.12.2026
n.a.
n.a.
406,533
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Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
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Information
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Annual Report 2022
66
Remuneration Report 2022
ad (3) – 2020-2022 Long-term incentive: number of performance shares vesting
The 2020-2022 Long-term incentive (LTI) relates to the performance period 2020-2022 and vests shortly after 15
February 20223 the publication date of these financial statements. The vesting of the LTI award for performance period
2020-2022 is subject to Heineken N.V. performance on four financial measures with equal weight. The following table
shows the performance targets and intervals, as well as the actuals achievements as determined by the Supervisory
Board for each of these measures:
Performance Measures
Weight
Threshold
Target Maximum Achievement
Vesting
Organic Net Revenue Growth (%)
Organic Operating Profit beia Growth (%)
EPS beia Growth (%)
Free Operating Cash Flow (€ m)
Total
25 %
25 %
25 %
25 %
100 %
2.0 %
2.5 %
2.0 %
4.0 %
4.5 %
3.5 %
6.0 %
6.5 %
5.5 %
5,000
6,000
7,000
7.2 %
10.7 %
20.2 %
6,436
200 %
200 %
200 %
144 %
186 %
As a result, the vesting of the LTI grant for performance period 2020-2022 will be equal to 186% of the vesting at target
level. For the CEO, this performance implies that 22,588 shares will vest shortly after 15 February 2023, as a result of the
12,144 conditional performance shares granted to him in 2020 as CEO and Member of the Executive Board in 2020.
The resulting share award are defined in before-tax terms (i.e. before deduction of withholding tax due). Revision and
clawback provisions apply to this award.
The table below provides an overview of outstanding LTI awards (awards granted but not yet vested, or awards vested but still blocked) as of 31 December 2022.
Van den Brink
Van den Broek
Grant
date
2022
2021
2020
2022
2021
No. of shares
conditionally
granted at
target level1
18,967
20,555
12,144
10,748
10,030
Value of shares
conditionally
granted in €
1,875,078
1,875,027
1,021,310
1,062,547
914,937
Vesting
date2
02.2025
02.2024
No. of shares
vesting on the
vesting date3
(before tax)
t.b.d.
t.b.d.
15.02.2023
22,588
02.2025
02.2024
t.b.d.
t.b.d.
No. of shares
vesting on the
vesting date4
(after tax)
t.b.d.
t.b.d.
12,000
t.b.d.
t.b.d.
End of
blocking period
17.02.2027
15.02.2026
14.02.2025
17.02.2027
15.02.2026
Value of
unvested or
blocked shares
as of 31.12.20225
in €
885,567
959,650
1,054,560
501,795
468,225
,
1 Determined according to plan rules, using the closing share price of 31 December of the year preceding the grant date.
2 The vesting date is shortly after the publication of the financial statements after completion of the performance period.
3 Vested shares are disclosed in before-tax terms (i.e. before deduction of withholding tax due).
4 Vested shares are disclosed in after-tax terms (i.e. after deduction of withholding tax due).
5 The value for the grants in 2020 is based on the actual number of shares vesting on the vesting date after tax withholding, i.e. after applying the relevant income tax rate, whereas the value for the grants in 2021 and 2022 is based on the number of performance shares conditionally granted at target level (since the number of
performance shares vesting is yet unknown) after applying the currently prevailing income tax rate. The share price as of 31 December 2022 is €87.88.
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Remuneration Report 2022
ad (4) – 2020-2022 Long-term incentive: value of performance shares vesting
The value of performance shares vesting is based on the share price as of 31 December 2022 of €87.88.
ad (5) – Number of matching entitlements vesting
These entries refer to the number of matching share entitlements that vested after year-end 2022, as a result of the
investment in shares of part of the STI payout for performance year 2017, and holding on to these investment shares
until year-end 2022. Since neither Mr. Van den Brink nor Mr. Van den Broek were part of Executive board in 2017, no
matching shares entitlements vested after year-end 2022 .
ad (6) – Value of matching entitlements vesting
The value of matching share entitlements vesting is based on the share price as of 31 December 2022 of €87.88. Since
neither Mr. Van den Brink nor Mr. Van den Broek were part of Executive board in 2017, no matching shares entitlements
vested after year-end 2022 .
ad (7) – Pension cost
The pension costs involve the employer contributions paid in the Capital Creation Plan as well as the employer
contributions to the risk insurances for death and disability.
ad (8) – Extraordinary share awards
The table below provides an overview of Extraordinary Share grants as of 31 December 2022.
As compensation to buy out lost long-term incentive remuneration that Mr. Van den Broek held with his previous
employer, an Extraordinary Share Award of 39,466 shares of Heineken N.V. (gross) was granted as of the moment of
appointment as member of the Executive Board and of CFO by the Annual General Meeting. This is a time-vested
conditional grant, and 13,155 shares vested on 1 June 2022. The remainder of the award is subject to time vesting over
a period of two years. In line with the retention requisite of Best Practice provision 3.1.2 of the Dutch Corporate
Governance Code, Mr. Van den Broek has an obligation to retain and hold the shares for a period of five years as from
the date of award. This holding period continues to apply in respect of vested shares after termination of the Assignment
Agreement for whatever reason.
Van den Broek
Award
Extraordinary share award
Extraordinary share award
Extraordinary share award
Extraordinary share award
Grant date
01.06.2021
01.06.2021
01.06.2021
01.06.2021
No. of the shares
granted1
Value of shares
conditionally granted as
of the grant date in €
6,578
13,155
13,155
6,578
642,144
1,284,191
1,284,191
642,144
Vesting date
01.06.2021
01.06.2022
01.06.2023
01.03.2024
No. of shares vesting on
the vesting date2
End of blocking period
3,321
6,643
t.b.d.
t.b.d.
01.06.2026
01.06.2026
01.06.2026
01.06.2026
Value of unvested or
blocked shares as of
31.12.2022
in €
291,849
583,787
583,787
291,849
1 The ‘Number of shares granted’ refers to the grant in before-tax terms (i.e. before tax withholding).
2 Vested shares are disclosed in after-tax terms (i.e. after deduction of withholding tax due).
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Information
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Annual Report 2022
68
Remuneration Report 2022
ad (9) – Extraordinary share grants: value of shares vesting
The value of the share awards is based on the ‘Number of shares vesting on the vesting date’ against the share price as
of 31 December 2022 of €87.88.
ad (10) – Other emoluments
The amounts mainly involve car benefits-in-kind.
ad (11) – Total
The addition of all remuneration elements as described in points (1) to (10).
Actual remuneration paid to former members of the Executive Board
Mr. Van Boxmeer stepped down as CEO and Chairman of the Board of Heineken on 1 June 2020. Mrs. Debroux
stepped down as CFO and member of the Executive Board of Heineken on 30 April 2021. In line with contractual
obligations, Mr. Van Boxmeer and Mrs. Debroux’s existing long-term incentive awards (2020-2022 long-term incentives),
are subject to vesting in accordance with the predetermined performance conditions as well as subject to a holding
period of two years after vesting. Furthermore, their existing investment shares/share matching entitlements are subject
to the regular holding period of 5 years.
The vesting of the LTI grant for performance period 2020-2022 will be equal to 186% of the vesting at target level, this
implies that 36,743 shares will vest shortly after 15 February 2023, as a result of the 19,754 conditional performance
shares granted to Mr. Van Boxmeer in 2020. For Mrs. Debroux, this implies that 20,821 shares will vest shortly after 15
February 2023, as a result of the 11,194 conditional performance shares granted to Mrs. Debroux in 2020. Furthermore,
as a result of the investment in shares of part of the STI payout for performance year 2017, below you will find the
number of matching share entitlements that vested after year-end 2022.
2020-2022 Long-term incentive
Matching entitlements
No. of performance
shares Vesting1
Value of performance
shares vesting in €2
No. of matching
entitlements vesting
Value of matching
entitlements vesting in €2
van Boxmeer
Debroux
36,743
20,821
3,228,975
1,829,749
8,326
3,568
731,689
313,556
1 The ‘number of performance shares vesting’ and ‘number of matching entitlements vesting’ are before-tax (i.e. before tax withholding).
2 The share price as of 31 December 2022 is €87.88.
Pay Ratio
In the Netherlands a revised corporate governance code came into effect as of financial year 2017. This revised code
requires Dutch stock-listed companies to consider pay ratios between Executive Board members and other employees
within the Company when formulating the remuneration policy for the Executive Board, and to disclose these ratios in
the Remuneration Report every year.
As is commonly understood, such ratios are specific to the company’s industry, geographical footprint and organisational
model. HEINEKEN has a truly wide geographical footprint, with the majority of its business and employees in emerging
markets with widely different pay levels and structures compared to the Netherlands and Europe. In addition, HEINEKEN
has a large number of breweries and in-house sales forces worldwide, which adds to the variety of pay within the Company.
For other companies in other industries this will be different. Finally, pay ratios can also be quite volatile over time, as they
may vary with exchange rate movements and can be very dependent on the Company’s annual performance since that
performance impacts the remuneration of the Executive Board much more than of all other employees.
The 2022 pay ratios for HEINEKEN are 198 for the CEO and 128 for the CFO. These ratios are obtained by dividing the
2022 total remuneration for the CEO and CFO by the 2022 average total remuneration of all other employees
worldwide. The common denominator of these ratios is derived from note 6.4 on page 83 by dividing the 2022 total
personnel expense (after subtracting the expense for the Executive Board and external contractors), by the reported FTE
(minus two), leading to an amount of 45,276 versus 40,828 in 2021. The total remuneration for the CEO and CFO is
retrieved from note 13.3 on page 116. The Executive Board’s remuneration is obtained from note 13.3 to follow IFRS
standards and ensure comparability with personnel expenses.
The Executive Board’s average pay ratio increased by ca. 9% compared to 2021 results from an increase in the pay ratio
of the CFO over 2021 by ca. 23%. This is due to the reason that CFO was appointed as per June 1, 2021. The
remuneration included for 2021 pay ratio calculation is for 7 months in 2021.
Comparative overview of remuneration and company performance
The following table provides a comparative overview since 2018 of annual Executive Board remuneration; average
employee remuneration; Executive Board pay ratio; and company performance:
Year
2018
2019
2020
2021
2022
Total remuneration in
thousands of €1
CEO
8,244
7,112
1,261
8,437
8,944
CFO
3,805
3,726
835
4,228
5,794
Average employee
total remuneration in
thousands of €2
41.7
42.9
41.9
40.8
45.3
Pay ratio3
CEO
198
166
30
207
198
Organic net
revenue growth
%4
6.1%
5.6%
(11.9) %
12.2%
21.2%
CFO
91
87
20
104
128
1 Total remuneration for the CEO and CFO as per note 13.3 Related Parties (i.e. fixed salary, short-term and long-term incentives, pension contributions and other
emoluments).
2 Total personnel expense in thousands of € (after subtracting the expense for the Executive Board and external contractor) divided by the reported FTE (minus
two).
3 Total remuneration for the CEO and CFO divided by the average total remuneration of all other employees worldwide.
4 Organic net revenue growth percentage for the financial year (performance measure for short and long term incentives).
Introduction
Report of the
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Report of the
Supervisory Board
Financial
Statements
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Other
Information
Heineken N.V.
Annual Report 2022
69
Remuneration Report 2022
Part IV – The Supervisory Board actual remuneration for performance ending in, or at year-end, 2022
In alignment with the Supervisory Board remuneration policy the Members of the Supervisory Board receive a fixed remuneration for their services. Members are also compensated for intercontinental travel required to exercise their
role.The following table provides an overview of the Supervisory Board actual remuneration for year-end, 2022. In alignment with IFRS reporting requirements, this disclosure can also be found in note 13.3 Related Parties.
2022 Allowances and
Benefits
2022 Total Remuneration
2021 Total Remuneration
2020 Total Remuneration
2019 Total Remuneration
2018 Total Remuneration
2022 Base Board Fee
2022 Committee Fees
120
105
90
90
90
90
90
90
90
90
63
45
—
—
—
—
40
40
45
30
43
30
20
20
14
10
—
—
—
—
In thousands of €
J.M. Huët
J.A. Fernández Carbajal
M. Das
M.R. de Carvalho
P. Mars-Wright
M. Helmes
R.L. Ripley
I.H. Arnold
N.K. Paranjpe1
F.J. Camacho Beltran2
J.G. Astaburuaga Sanjinés3
V.C.O.B.J. Navarre4
G.J. Wijers5
Y. Dervisoglu5
A.M. Fentener van Vlissingen6
1 Appointed on 22 April 2021.
2. Appointed on 22 April 2022.
3. Stepped down on 22 April 2022.
4 Stepped down on 22 April 2021.
5 Stepped down on 25 April 2019.
6 Stepped down on 19 April 2018.
—
36
—
—
24
—
28
—
—
23
—
—
—
—
—
225
166
130
135
144
133
148
110
110
100
55
—
—
—
—
225
142
130
135
126
125
125
110
78
—
122
45
—
—
—
225
154
130
135
126
125
110
115
—
—
116
105
—
—
—
195
153
133
141
151
131
97
100
—
—
133
110
103
53
—
86
109
85
96
103
62
—
—
—
—
104
74
163
70
43
995
948
397
111
1,456
1,363
1,341
1,500
Part V. Adjustments to the remuneration policy for 2023
During 2022 the Supervisory Board reviewed the Executive Board’s remuneration policy and after engaging with shareholders and other stakeholders decided not to submit any changes for approval to the 2023 AGM. The Supervisory Board will
continue to look for opportunities to increase transparency in the remuneration report in areas where greater transparency will not pose risks to the organization. Consequently, and as previously mentioned, the detailed individual leadership
objectives included in the short-term incentive will be disclosed in the annual report as of 2023.
Supervisory Board Heineken N.V.
Amsterdam, 14 February 2023.
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Introduction
Contents
Financial Statements
Consolidated Income Statement
Consolidated Statement of Other Comprehensive Income
Consolidated Statement of Financial Position
Consolidated Statement of Cash Flows
Consolidated Statement of Changes in Equity
Notes to the Consolidated Financial Statements
1. Reporting entity
2. Basis of preparation
3. Significant events in the period and accounting estimates and judgements
4. Changes in accounting policies
5. General accounting policies
6. Operating activities
6.1. Operating segments
6.2. Other income
6.3. Raw materials, consumables and services
6.4. Personnel expenses
6.5. Share-based payments
6.6. Amortisation, depreciation and impairments
6.7. Earnings per share
7. Working capital
7.1. Inventories
7.2. Trade and other receivables
7.3. Trade and other payables
7.4. Returnable packaging materials
8. Non-current assets
8.1. Intangible assets
8.2. Property, plant and equipment
8.3. Loans and advances to customers
8.4. Other non-current assets
9. Provisions and contingent liabilities
9.1. Post-retirement obligations
9.2. Provisions
9.3. Contingencies
70-125
10. Acquisitions, disposals and investments
10.1. Acquisitions and disposals of subsidiaries and non-controlling interest
10.2. Assets or disposal groups classified as held for sale
10.3. Investments in associates and joint ventures
11. Financing and capital structure
11.1. Net finance income and expense
11.2. Cash and cash equivalents
11.3. Borrowings
11.4. Capital and reserves
11.5. Credit, liquidity and market risk
11.6. Derivative financial instruments
12. Tax
12.1. Income tax expense
12.2. Deferred tax assets and liabilities
12.3. Income tax on other comprehensive income and equity
13. Other
13.1. Fair value
13.2. Off-balance sheet commitments
13.3. Related parties
13.4. HEINEKEN entities
13.5. Subsequent events
Heineken N.V. Income Statement
Heineken N.V. Balance Sheet
Heineken N.V. Shareholders’ equity
Notes to the Heineken N.V. Financial Statements
A. Company disclosures
A.1. Investments
A.2. Borrowings
B. Other
B.1. Auditor fees
B.2. Off-balance sheet commitments
B.3. Subsequent events
B.4. Other disclosures
71
71
72
73
74
75
75
75
75
76
76
78
78
82
82
83
83
85
85
85
85
86
87
87
88
88
90
93
94
95
95
99
100
100
100
101
101
103
103
103
104
105
107
110
111
111
112
114
115
115
116
116
118
118
119
120
121
122
122
122
124
124
124
125
125
125
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71
Consolidated Income Statement
Consolidated Statement of Other Comprehensive Income
For the year ended 31 December
For the year ended 31 December
In millions of €
Revenue
Excise tax expense
Net revenue
Other income
Raw materials, consumables and services
Personnel expenses
Amortisation, depreciation and impairments
Total other expenses
Operating profit
Interest income
Interest expenses
Other net finance income/(expenses)
Net finance expenses
Share of profit of associates and joint ventures
Profit before income tax
Income tax expense
Profit
Attributable to:
Shareholders of the Company (net profit)
Non-controlling interests
Profit
Weighted average number of shares – basic
Weighted average number of shares – diluted
Basic earnings per share (€)
Diluted earnings per share (€)
6.1
6.1
6.1
6.2
6.3
6.4
6.6
11.1
11.1
11.1
10.3
12.1
Note
2022
2021
In millions of €
34,676
(5,957)
28,719
26,583
Profit
(4,642)
Other comprehensive income, net of tax:
21,941
Items that will not be reclassified to profit or loss:
Note
2022
3,039
2021
3,535
147
1,521
Remeasurement of post-retirement obligations
(18,618)
(13,535)
Net change in fair value through OCI investments
12.3
12.3
63
15
(4,079)
(1,886)
(3,485)
Items that may be subsequently reclassified to profit or loss:
(1,959)
Currency translation differences
(24,583)
(18,979)
Change in fair value of net investment hedges
4,283
4,483
Change in fair value of cash flow hedges
74
(458)
48
(336)
223
4,170
(1,131)
3,039
2,682
357
3,039
49
Cash flow hedges reclassified to profit or loss
(462)
Cost of hedging
14
Share of other comprehensive income of associates/joint ventures
(399)
Other comprehensive income, net of tax
250
Total comprehensive income
4,334
Attributable to:
(799)
Shareholders of the Company
3,535
Non-controlling interests
Total comprehensive income
3,324
211
3,535
5(b)/12.3
12.3
12.3
12.3
11.6/12.3
10.3/12.3
12.3
437
(62)
(142)
38
(1)
(46)
302
3,341
3,039
302
3,341
210
9
1,033
(54)
97
(3)
(6)
54
1,340
4,875
4,562
313
4,875
6.7 575,563,505 575,740,269
6.7 576,026,120 575,969,395
6.7
6.7
4.66
4.65
5.77
5.77
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Consolidated Statement of Financial Position
As at 31 December
In millions of €
Intangible assets
Property, plant and equipment
Investments in associates and joint ventures
Loans and advances to customers
Deferred tax assets
Other non-current assets
Total non-current assets
Inventories
Trade and other receivables
Current tax assets
Derivative assets
Cash and cash equivalents
Assets classified as held for sale
Total current assets
Note
8.1
8.2
10.3
8.3
12.2
8.4
7.1
7.2
11.6
11.2
10.2
2022
21,408
13,623
4,296
216
618
1,230
2021
In millions of €
20,762
Shareholders' equity
12,401
Non-controlling interests
4,148
Total equity
209
682
Borrowings
1,070
Post-retirement obligations
41,391
39,272
Provisions
3,250
4,531
84
70
2,765
315
Deferred tax liabilities
Other non-current liabilities
Total non-current liabilities
Borrowings
2,438
3,662
97
96
3,248
Trade and other payables
37
Returnable packaging deposits
11,015
9,578
Provisions
Current tax liabilities
Derivative liabilities
Liabilities associated with assets classified as held for sale
Note
11.4
11.4
11.3
9.1
9.2
12.2
11.6
11.2/11.3
7.3
7.4
9.2
11.6
10.2
2022
19,551
2,369
21,920
2021
17,356
2,344
19,700
12,893
13,640
568
572
2,138
125
668
636
1,971
141
16,296
17,056
3,484
9,283
545
226
352
119
181
3,233
7,750
476
301
268
46
20
Total current liabilities
14,190
12,094
Total assets
52,406
48,850
Total equity and liabilities
52,406
48,850
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73
Consolidated Statement of Cash Flows
For the year ended 31 December
In millions of €
Operating activities
Profit
Adjustments for:
Amortisation, depreciation and impairments
Net interest expenses
Other income
Share of profit of associates and joint ventures and dividend income on
fair value through OCI investments
Income tax expenses
Other non-cash items
Note
2022
2021
In millions of €
Note
2022
2021
Investing activities
3,039
3,535
Proceeds from sale of property, plant and equipment and intangible
assets
112
86
1,959
Purchase of property, plant and equipment
(1,791)
(1,324)
6.6
11.1
6.2
12.1
1,886
384
(147)
(230)
1,131
284
413
Purchase of intangible assets
(1,326)
Loans issued to customers and other investments
(256)
Repayment on loans to customers and other investments
Cash flow used in operational investing activities
799
30
Free operating cash flow
Acquisition of subsidiaries, net of cash acquired
Cash flow from operations before changes in working capital and
provisions
6,347
5,154
Acquisition of/additions to associates, joint ventures and other
investments
Change in inventories
Change in trade and other receivables
Change in trade and other payables and returnable packaging deposits
Total change in working capital
Change in provisions and post-retirement obligations
Cash flow from operations
Interest paid
Interest received
Dividends received
Income taxes paid
Cash flow related to interest, dividend and income tax
Cash flow from operating activities
(793)
(668)
981
(480)
(207)
5,660
(439)
46
177
(948)
(1,164)
4,496
(308)
Disposal of subsidiaries, net of cash disposed of
(697)
Disposal of associates, joint ventures and other investments
1,268
Cash flow used in acquisitions and disposals
263
Cash flow used in investing activities
(290)
Financing activities
5,127
Proceeds from borrowings
(456)
Repayment of borrowings
43
184
Payment of lease commitments
Dividends paid
(717)
Purchase own shares and shares issued
(946)
Acquisition of non-controlling interests
4,181
Cash flow used in financing activities
Net cash flow
Cash and cash equivalents as at 1 January
Effect of movements in exchange rates
Cash and cash equivalents as at 31 December
11.2
(220)
(219)
31
(2,087)
2,409
(171)
(45)
9
8
(199)
(2,286)
644
(1,934)
(304)
(1,099)
(43)
(391)
(273)
(196)
40
(1,667)
2,514
54
(678)
3
11
(610)
(2,277)
1,571
(3,362)
(298)
(796)
12
(10)
(3,127)
(2,883)
(917)
2,556
(21)
1,618
(979)
3,519
16
2,556
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Consolidated Statement of Changes in Equity
Purchase own shares or contributions received from NCI shareholders
11.4
In millions of €
Balance as at 1 January 2021
Profit
Other comprehensive income/(loss)
Total comprehensive income/(loss)
Realised hedge results from non-financial assets
Transfer to retained earnings
Dividends to shareholders
Own shares delivered
Share-based payments
Acquisition of non-controlling interests
Changes in consolidation
Balance as at 31 December 2021
In millions of €
Balance as at 1 January 2022
Hyperinflation restatement to 1 January 2022
5(c)
—
—
—
Balance as at 1 January 2022 after restatement
Profit
Other comprehensive income/(loss)
Total comprehensive income/(loss)
Realised hedge results from non-financial assets
Transfer to retained earnings
Dividends to shareholders
12.3
12.3
Purchase own shares or contributions received from NCI shareholders
11.4
Own shares delivered
Share-based payments
Acquisition of non-controlling interests
Hyperinflation impact
Changes in consolidation
Balance as at 31 December 2022
Note
Share
capital
Share
premium
Translation
reserve
Hedging
reserve
922
2,701
(4,940)
28
12.3
12.3
—
—
—
—
—
935
—
—
935
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
2
—
—
—
—
—
—
—
93
93
(65)
—
—
—
—
—
—
—
Cost of
hedging
reserve
Fair value
reserve
Other legal
reserves
Reserve for
own shares
Retained
earnings
Shareholders
of the
Company
Non-
controlling
interests
Total equity
(2)
—
(6)
(6)
—
—
—
—
—
—
—
—
54
1,171
(25)
13,483
13,392
1,000
14,392
—
9
9
—
(7)
—
—
—
—
—
—
242
—
242
—
(285)
—
—
—
—
—
—
—
—
3,082
207
3,324
1,238
211
102
3,535
1,340
—
3,289
4,562
313
4,875
—
—
—
(14)
2
—
—
—
—
290
(65)
—
—
—
(65)
—
(564)
(564)
(238)
(802)
—
(2)
55
(10)
—
(14)
—
55
(10)
28
—
—
—
14
—
55
(10)
—
1,241
1,241
922
2,701
(4,003)
56
(8)
56
1,128
(37)
16,541
17,356
2,344
19,700
Note
Share
capital
Share
premium
Translation
reserve
Hedging
reserve
Cost of
hedging
reserve
Fair value
reserve
Other legal
reserves
Reserve for
own shares
Retained
earnings
Shareholders
of the
Company
Non-
controlling
interests Total equity
922
2,701
(4,003)
922
2,701
(4,003)
—
—
—
—
—
384
—
—
384
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
56
—
56
—
(103)
(103)
—
—
—
—
—
—
—
—
—
(8)
—
(8)
—
(1)
(1)
—
—
—
—
—
—
—
—
—
56
1,128
(37)
16,541
17,356
2,344
19,700
—
—
—
245
245
—
245
56
1,128
(37)
16,786
17,601
2,344
19,945
—
14
208
—
—
—
2,474
63
2,682
357
357
(55)
3,039
302
14
208
—
2,537
3,039
302
3,341
—
—
—
—
—
—
—
—
—
—
(94)
—
—
—
—
—
—
—
—
—
—
(43)
20
—
—
—
—
—
94
—
—
—
—
—
—
(840)
(840)
(263)
(1,103)
—
(20)
49
(43)
—
49
—
—
—
(43)
—
49
(373)
(373)
(18)
(391)
116
2
116
2
—
4
116
6
922
2,701
(3,619)
(47)
(9)
70
1,242
(60)
18,351
19,551
2,369
21,920
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Notes to the Consolidated Financial Statements
1. Reporting entity
Heineken N.V. (the ‘Company’) is a public company domiciled in the Netherlands, with its head office in Amsterdam. The
address of the Company’s registered office is Tweede Weteringplantsoen 21, 1017 ZD, Amsterdam. The consolidated
financial statements of the Company as at 31 December 2022 comprise the Company, its subsidiaries (together referred to
as ‘HEINEKEN’) and HEINEKEN’s interests in joint ventures and associates. The Company is registered in the Trade Register
of Amsterdam No. 33011433. HEINEKEN is primarily involved in the brewing and selling of beer and cider. Led by the
Heineken® brand, HEINEKEN has a range of more than 300 international, regional, local and speciality beers and ciders.
2. Basis of preparation
The consolidated financial statements are:
– Prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by the European Union
(EU) and comply with the financial reporting requirements included in Part 9 of Book 2 of the Dutch Civil Code. All
standards and interpretations issued by the International Accounting Standards Board (IASB) and the International
Financial Reporting Interpretations Committee (IFRIC) effective year-end 2022 have been adopted by the EU.
Consequently, the accounting policies applied by the Company also fully comply with IFRS as issued by the IASB
– Prepared by the Executive Board of the Company and authorised for issue on 14 February 2023 and will be submitted
for adoption to the Annual General Meeting of Shareholders on 20 April 2023
– Prepared on the historical cost basis unless otherwise indicated
– Prepared on a going concern basis
– Presented in Euro, which is the Company’s functional currency
– Rounded to the nearest million unless stated otherwise
3. Significant events in the period and accounting estimates and judgements
(a) Significant events in the current reporting period
Trading conditions remained challenging throughout 2022 and were marked by increased input cost inflation and supply
chain disruptions. Despite continued volatility and challenges across many markets, HEINEKEN reported a net profit of
€2,682 million for the year ended 31 December 2022 (2021: €3,324 million).
On 28 March 2022, HEINEKEN announced its decision to leave Russia. The Russian business is classified as a disposal
group held for sale as at 31 December 2022. An impairment loss of €88 million was recognised in relation to the write
down of the Russia disposal group classified as held for sale. For more information refer to note 10.2 ‘Assets or disposal
groups classified as held for sale’.
HEINEKEN applied hyperinflation accounting for its operations in Ethiopia. In 2022, the three-year cumulative inflation in
Ethiopia exceeded 100% and as a result, hyperinflation accounting was applied for the year ended 31 December 2022.
For more information refer to note 5(c) ‘Hyperinflation economies’.
During its financial reporting process, HEINEKEN has assessed the impact of its main risks including increased exposure
on risks related to supply chain continuity, commodity prices and macro-economic environment on its estimates and
judgements. The impact on financial estimates and judgements is mainly reflected in impairment of financial and non-
financial assets, and other financial instrument disclosures (including credit management). All significant estimates and
judgements are disclosed in the notes to the consolidated financial statements (if applicable). Notes containing the most
significant estimates and judgements are referred to in note 3(c).
(b) Climate change
In preparing the consolidated financial statements, HEINEKEN has considered climate change, including climate change
scenarios and the Brew a Better World (BaBW) goals, on the estimates and judgements used in preparing the
consolidated financial statements.
The following impacts were assessed in the consolidated financial statements:
– The impact of climate change on the residual values and useful lives of assets were considered in determining the
carrying value of non-current assets (refer to note 8.1 and 8.2).
– The impact of climate change was considered in relation to the recognition and measurement of provisions and
contingencies (refer to note 9.2 and 9.3).
– The impact of climate change was considered in relation to indications of impairment and the forecast of cash flows used
in the impairment assessments of non-current assets including goodwill (refer to note 8.1 and 8.2).
For the year ended 31 December 2022, no material impact on financial reporting judgement and estimates arising from
climate change were identified, as a result the valuations of assets or liabilities have not been significantly impacted by
climate change risks.
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Notes to the Consolidated Financial Statements
(c) Significant accounting estimates and judgement
In preparing these consolidated financial statements, management is required to make estimates and judgements that
affect the application of accounting policies and the reported amounts of assets and liabilities, income and expenses.
The application of accounting policies requires judgements that impact the amounts recognised. Additionally, amounts
recognised are based on factors that are by default associated with uncertainty. Actual results may therefore differ from
estimates. Where applicable, the estimates and judgements are described per note within the consolidated
financial statements.
The following notes contain the most significant estimates and judgements:
Particular area involving significant estimates and judgements
Note
Significant judgement
Judgement on acting as principal versus agent with respect to excise tax
expense
6.1 Operating segments
Assessment of the recoverability of past tax losses
12.2 Deferred tax assets and liabilities
Significant estimates
Assumptions used in impairment testing
Assumptions for discount rates, future pension increases and life
expectancy to calculate the defined benefit obligation
8.1 Intangible assets and 8.2 Property, plant
and equipment
9.1 Post-retirement obligations
Estimating the likelihood and timing of potential cash flows relating to
claims and litigations
9.2 Provisions and 9.3 Contingencies
4. Changes in accounting policies
(a) Changed accounting policies in 2022
No new standards or amendments to existing standards, effective in 2022, had a significant impact on HEINEKEN's
consolidated financial statements.
(b) Upcoming changes in accounting policies for 2023
No new standards or amendments to existing standards, effective in 2023, will have a significant impact on HEINEKEN 's
consolidated financial statements.
5. General accounting policies
General
The accounting policies described in these consolidated financial statements have been applied consistently to all periods
presented in these consolidated financial statements.
(a) Basis of consolidation
The consolidated financial statements are prepared as a consolidation of the financial statements of the Company and
its subsidiaries. Subsidiaries are entities controlled by HEINEKEN. HEINEKEN controls an entity when it has power over the
investee, is exposed or has the right to variable returns from its involvement with that entity and can affect those returns
through its power over the entity. Control is generally obtained by ownership of more than 50% of the voting rights.
The financial statements of subsidiaries are included in the consolidated financial statements from the date that control
commences until the date that control ceases. Accounting policies of subsidiaries have been changed where necessary to
ensure consistency with the policies adopted by HEINEKEN.
On consolidation, intra-HEINEKEN balances and transactions, and any unrealised gains and losses or income and
expenses arising from intra-HEINEKEN transactions, are eliminated. Unrealised gains arising from transactions with
associates and joint ventures (refer to note 10.3) are eliminated against the investment to the extent of HEINEKEN’s
interest in the investee. Unrealised losses are eliminated in the same way as unrealised gains, but only to the extent that
there is no evidence of impairment.
(b) Foreign currency
Foreign currency transactions
Transactions in foreign currencies are translated to the respective functional currencies of HEINEKEN entities using the
exchange rates at the transaction date, except for HEINEKEN entities in hyperinflationary economies, refer to note 5(c).
Receivables, payables and other monetary assets and liabilities denominated in foreign currencies are re-translated to the
functional currency using the exchange rates at the balance sheet date. The resulting foreign currency differences are
recognised in the income statement, except for foreign currency differences arising on re-translation of Fair Value
through Other Comprehensive Income (FVOCI) investments and financial liabilities designated as a hedge of a net
investment, which is recognised in other comprehensive income.
Non-monetary assets and liabilities denominated in foreign currencies that are measured at fair value are re-translated
to the functional currency at the exchange rate at the date that the fair value was determined. Non-monetary items in a
foreign currency that are measured at cost are translated into the functional currency at the exchange rate at the
transaction date.
Foreign operations
The assets and liabilities of foreign operations, including goodwill and fair value adjustments arising on acquisition, and of
intercompany loans with a permanent nature (quasi-equity) are translated to Euro at the exchange rates at the reporting
date. The income and expenses of foreign operations are translated to Euro at the exchange rates that approximates the
exchange rates ruling at the dates of the transactions, except for foreign operations in hyperinflationary economies.
Foreign currency differences are recognised in other comprehensive income and are presented within equity in the
translation reserve. However, if the operation is not a wholly-owned subsidiary, the relevant proportionate share of the
translation difference is allocated to the non-controlling interests. The cumulative amount in the translation reserve is
(either fully or partly) reclassified to the income statement upon disposal (either fully or partly) or liquidation.
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(d) Cash flow statement
The cash flow statement is prepared using the indirect method. Assets and liabilities acquired as part of a business
combination are included in investing activities (net of cash acquired). Dividends paid to shareholders are included in
financing activities. Dividends received are classified as operating activities, as well as interest paid.
(e) Offsetting financial instruments
If HEINEKEN has a legal right to offset financial assets with financial liabilities and if HEINEKEN intends to either to settle
on a net basis or to realise the asset and settle the liability simultaneously, financial assets and liabilities are presented in
the statement of financial position as a net amount.
Notes to the Consolidated Financial Statements
Exchange rates of key currencies
The following exchange rates, for the most important countries in which HEINEKEN has operations, were used while
preparing these consolidated financial statements:
In €
Brazilian Real (BRL)
Year-end
2022
Year-end
2021
Average
2022
Average
2021
%
0.1774 0.1585
11.9 0.1846 0.1569
Great Britain Pound (GBP)
1.1275 1.1901
(5.3) 1.1735 1.1631
Mexican Peso (MXN)
Nigerian Naira (NGN)
Polish Zloty (PLN)
Russian Ruble (RUB)
Singapore Dollar (SGD)
0.0485 0.0428
13.3 0.0472 0.0417
0.0020 0.0021
(4.8) 0.0022 0.0021
0.2132 0.2174
(1.9) 0.2129 0.2190
(2.8)
0.0126 0.0117
7.7 0.0139 0.0115
0.6993 0.6545
6.8 0.6897 0.6293
United States Dollar (USD)
0.9376 0.8829
6.2 0.9518 0.8455
Indian Rupee (INR)
0.0113 0.0119
(5.0) 0.0121 0.0114
Vietnamese Dong in 1,000 (VND)
0.0396 0.0386
2.6 0.0407 0.0369
%
17.7
0.9
13.2
4.8
20.9
9.6
12.6
6.1
10.3
(c) Hyperinflation economies
To determine the existence of hyperinflation, HEINEKEN assesses the qualitative and quantitative characteristics of the
economic environment of the country, such as the cumulative inflation rate over the previous three years.
The Ethiopian economy was designated as hyperinflationary for the period ending 31 December 2022. As a result,
application of IAS 29 ‘Financial Reporting in Hyperinflationary Economies’ has been applied to Heineken Ethiopia, whose
functional currency is the Ethiopian Birr. On the application of IAS 29 a cumulative inflation factor was applied using the
consumer price index (CPI) in Ethiopia, published by the Central Statistics Agency of Ethiopia. The movement in the CPI
for the year ended 31 December 2022 was 34% (2021: 35%).
The application of IAS 29 includes the following:
– Adjustment of historical cost non-monetary assets and liabilities for the change in purchasing power caused by
inflation from the date of initial recognition to the balance sheet date
– Adjustment of the income statement for inflation during the reporting period
– The income statement is translated at the period-end foreign exchange rate instead of an average rate
– A net monetary gain/(loss) adjustment, recognised in the income statement, to reflect the impact of inflation and
exchange rate movement on holding monetary assets and liabilities in local currency
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Notes to the Consolidated Financial Statements
6. Operating activities
6.1 Operating segments
HEINEKEN distinguishes five reportable segments: Europe; Americas; Africa, Middle East & Eastern Europe; Asia Pacific and Head Office & Other/Eliminations. Information about these reportable segments are provided in the table below:
In millions of €
Net revenue (beia)1
Third party revenue2
Interregional revenue
Revenue
Excise tax expense3
Net revenue
Other income
Operating profit
Net finance expenses
Share of profit of associates and joint ventures
Income tax expense
Profit
Attributable to:
Shareholders of the Company (net profit)
Non-controlling interests
Operating profit reconciliation
Operating profit
Eia1
Operating profit (beia)1
Europe
Americas
Africa, Middle East &
Eastern Europe
Asia Pacific
Head Office &
Other/Eliminations
Consolidated
Note
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
2022
2021
11,362
9,494
9,421
7,226
4,005
3,159
4,652
2,764
(746)
(744)
28,694
21,901
13,461
11,444
9,608
7,372
4,868
3,828
6,706
3,926
761
724
18
28
—
—
—
5
14,222
12,168
9,626
7,400
4,868
3,828
6,706
3,931
33
(779)
(746)
13
34,676
26,583
(757)
—
—
(744)
34,676
26,583
(2,860)
(2,638)
(205)
(174)
(838)
(664)
(2,054)
(1,166)
—
—
(5,957)
(4,642)
11,362
9,530
9,421
7,226
4,030
3,164
4,652
2,765
(746)
(744)
28,719
21,941
6.2
117
31
9
207
20
12
—
1,271
1
—
147
1,521
1,154
1,156
1,359
1,217
391
414
1,293
1,850
86
(154)
4,283
4,483
11.1
10.3
12.1
19
10
61
87
36
36
107
115
—
2
(336)
223
(1,131)
(399)
250
(799)
3,039
3,535
2,682
357
3,324
211
1,154
1,156
1,359
1,217
67
4
32
(2)
391
163
414
28
1,293
1,850
(58)
(1,097)
86
15
(154)
4,283
4,483
(1)
219
(1,069)
1,221
1,160
1,391
1,215
554
442
1,235
753
101
(155)
4,502
3,414
1 Note that this is a non-GAAP measure. Due to rounding, this balance will not always cast.
2 Includes other revenue of €342 million (2021: €274 million).
3 Next to the €5,957 million of excise tax expense included in revenue (2021: €4,642 million), €2,333 million of excise tax expense is collected on behalf of third parties and excluded from revenue (2021: €1,606 million).
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Notes to the Consolidated Financial Statements
In millions of €
Current segment assets
Non-current segment assets
Investments in associates and joint ventures
Total segment assets
Unallocated assets
Total assets
Segment liabilities
Unallocated liabilities
Total equity
Total equity and liabilities
Purchase of owned property, plant and equipment
Acquisition of goodwill
Purchases of intangible assets
Depreciation of owned property, plant and equipment
Impairment (net of reversal) of owned property, plant and
equipment and assets classified as held for sale
Amortisation of intangible assets
Impairment (net of reversal) of intangible assets
Europe
Americas
Africa, Middle East &
Eastern Europe
Asia Pacific
Head Office &
Other/Eliminations
Note
2022
3,259
2021
2,606
12,311
12,015
181
258
2022
2,837
8,887
861
2021
2,367
7,748
790
2022
1,842
2,615
266
2021
1,255
2,203
260
2022
2,091
2021
1,542
2022
848
11,566
11,513
1,025
2,988
2,839
—
2021
1,661
937
1
Consolidated
2022
10,877
36,404
4,296
2021
9,431
34,416
4,148
15,751
14,879
12,585
10,905
4,723
3,718
16,645
15,894
1,873
2,599
51,577
47,995
829
855
52,406
48,850
4,475
3,860
3,211
2,547
1,791
1,566
1,534
1,330
2,424
1,892
13,435
11,195
653
106
75
441
12
57
748
—
33
523
—
34
516
—
4
338
—
7
184
3
11
180
632
30
18
—
97
14
—
145
17,051
21,920
17,955
19,700
52,406
48,850
2,119
1,496
109
220
644
273
(514)
(515)
(349)
(296)
(269)
(234)
(165)
(140)
(13)
(10)
(1,310)
(1,195)
8.2
8.1
8.1
8.2
8.2, 10.2
8.1
8.1
(7)
(89)
(1)
(1)
(82)
(2)
(1)
(102)
—
(15)
(88)
(70)
(89)
(9)
—
—
(8)
—
36
—
(205)
(168)
190
—
—
(40)
—
—
(61)
(43)
(445)
—
189
(16)
(389)
(72)
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Notes to the Consolidated Financial Statements
Reconciliation of segment profit or loss
The table below presents the reconciliation of operating profit before exceptional items and amortisation of acquisition-
related intangibles (operating profit beia) to profit before income tax.
Accounting policies
In millions of €
Operating profit (beia)
Amortisation of acquisition-related intangible assets included in operating profit
Exceptional items included in operating profit
Share of profit of associates and joint ventures
Net finance expenses
Profit before income tax
2022
4,502
(333)
114
223
(336)
4,170
2021
3,414
(286)
1,355
250
(399)
4,334
The 2022 exceptional items and amortisation of acquisition-related intangibles in operating profit amount to
€219 million, net exceptional expense (2021: €1,069 million, net exceptional benefit). This amount consists of:
– €333 million (2021: €286 million) of amortisation of acquisition-related intangibles recorded in operating profit.
– €114 million net benefit (2021: €1,355 million net benefit) of exceptional items recorded in operating profit.
This includes:
– a net reversal of impairments of €132 million, including an impairment reversal of €234 million for Papua New
Guinea and an impairment of €88 million for Russia (total net impairments in 2021: €108 million)
– net restructuring expenses of €70 million (2021: €32 million)
– €44 million exceptional net benefit recorded as reduction in marketing expense related to tax credits in Brazil
(2021:€187 million exceptional net benefit recorded in other income related to tax credits in Brazil)
– €44 million exceptional expense recorded relating to hyperinflation accounting adjustment in Ethiopia (2021: nil)
– €52 million of other net exceptional benefit (2021: €1,308 million other exceptional net benefit, including
€1,270 million gain on previously-held equity interest in UBL)
Accounting estimates and judgements
Due to the complexity and variety in tax legislation, significant judgement is applied in the assessment of whether excise
tax expenses are borne by HEINEKEN or collected on behalf of third parties.
HEINEKEN makes estimates when determining discount accruals in revenue at year-end, specifically for conditional
discounts. Refer to note 7.3 for more explanation on how discount accruals are estimated.
Segment reporting
Operating segments are reported consistently with the internal reporting provided to the Executive Board, which is
considered to be HEINEKEN’s chief operating decision-maker. An operating segment is a component of HEINEKEN that
engages in business activities from which it may earn revenues and incur expenses, including revenues and expenses that
relate to transactions with any of HEINEKEN’s other components. All operating segments’ operating results are reviewed
regularly by the Executive Board to make decisions about resources to be allocated to the segment and to assess its
performance, and for which discrete financial information is available.
The first four reportable segments as presented in the segmentation tables are HEINEKEN’s business regions. These
business regions are each managed separately by a Regional President, who reports to the Executive Board, and is
directly accountable for the functioning of the segment’s results, assets and liabilities. The Head Office operating
segment falls directly under the responsibility of the Executive Board. The Executive Board reviews the performance of
the segments based on internal management reports monthly.
Segment results, assets and liabilities that are reported to the Executive Board include items directly attributable to a
segment as well as those that can be allocated on a reasonable basis. Unallocated result items comprise net finance
expenses and income tax expenses. Unallocated assets mainly comprise deferred tax assets.
Segment capital expenditure is the total cost incurred during the period to acquire property, plant and equipment and
intangible assets other than goodwill.
Performance is measured based on operating profit (beia), as included in the internal management reports that are
reviewed by the Executive Board. Beia stands for 'before exceptional items and amortisation of acquisition-related
intangibles'. Exceptional items are defined as items of income and expense of such size, nature or incidence, that in the
view of management their disclosure is relevant to explain the performance of HEINEKEN for the period. Exceptional
items include, among others, impairments of goodwill and fixed assets (and reversal of impairments), gains and losses
from acquisitions and disposals, redundancy costs following a restructuring, past service costs and curtailments,
hyperinflation accounting adjustments, the tax impact on exceptional items and tax rate changes (the one-off impact on
deferred tax positions).
Operating profit and operating profit (beia) are not financial measures calculated in accordance with IFRS. Operating
profit (beia) is used to measure performance as management believes that this measurement is the most relevant in
evaluating the results of the segments. Beia adjustments are also applied to other metrics. The presentation of these
financial measures may not be comparable to similarly titled measures reported by other companies due to differences
in the ways the measures are calculated.
HEINEKEN has multiple distribution models to deliver goods to end customers. There is no reliance on major clients.
Deliveries to end consumers are country dependent and include deliveries via own wholesalers and pubs, direct to
customers and via third-party distribution. As such, distribution models are country-specific and diverse across HEINEKEN.
In addition, these various distribution models are not centrally managed or monitored. Consequently, the Executive
Board does not allocate resources or assess performance based on business type information. Accordingly, no segment
information on business type is provided.
Inter-segment transfers or transactions are determined on an arm’s length basis. As net finance expenses and income tax
expenses are monitored on a consolidated level (and not on an individual regional basis) and Regional Presidents are not
accountable for that, net finance expenses and income tax expenses are not provided for the reportable segments.
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Excise tax expense
Local tax authorities impose multiple taxes, duties and fees. These include excise on the sale or production of alcoholic
beverages, environmental taxes on the use of certain raw materials or packaging materials, or the energy consumption in
the production process. Excise duties are common in the beverage industry but levied differently amongst the countries
HEINEKEN operates in. HEINEKEN performs a country by country analysis to assess whether the excise duty is sales-
related or effectively a production tax. In most countries, excise duties are effectively a production tax as excise duties
become payable when goods are moved from bonded warehouses and are not based on the sales value. In these
countries, increases in excise duties are not always (fully) passed on to customers and HEINEKEN cannot, or can only
partly, reclaim the excise duty in the case products are eventually not sold to customers. Excise tax is borne by HEINEKEN
for these countries and shown as expenses. Only for those countries where excise is levied at the moment of the sales
transaction and excise is based on the sales value, the excise duties are collected on behalf of a tax authority and
consequently deducted from revenue. Due to the complexity and variety in tax legislation, significant judgement is
applied in the assessment of whether taxes are borne by HEINEKEN or collected on behalf of a third party.
To provide transparency on the impact of the accounting for excise, HEINEKEN presents the excise tax expense on a
separate line below revenue in the consolidated income statement. A subtotal called 'Net revenue' is therefore included in
the Income Statement. This 'Net revenue' subtotal is 'revenue' as defined in IFRS 15 (after discounts) minus the excise tax
expense for those countries where the excise is borne by HEINEKEN.
Notes to the Consolidated Financial Statements
Revenue
The majority of HEINEKEN's revenue is generated by the sale and delivery of products to customers. The product range
of HEINEKEN mainly consists of beer, soft drinks and cider. Products are mostly own-produced finished goods from
HEINEKEN's brewing activities, but also contain purchased goods for resale from HEINEKEN's wholesale activities.
HEINEKEN's customer group can be split between on-trade customers like cafés, bars and restaurants and off-trade
customers like retailers and wholesalers. Due to HEINEKEN's global footprint, its revenue is exposed to strategic and
financial risks that differ per region.
Revenue is recognised when control over products has been transferred and HEINEKEN fulfilled its performance
obligation to the customer. For the majority of the sales, control is transferred either at delivery of the products or upon
pickup by the customer from HEINEKEN's premises.
Revenue is recognised based on the price specified in the contract, net of returns, discounts, sales taxes and excise taxes
collected on behalf of third parties.
Other revenues include rental income from pubs and bars, royalties, income from wholesale activities, pub management
services and technical services to third parties. Royalties are sales-based and recognised in profit or loss (consolidated
income statement) on an accrual basis in accordance with the relevant agreement. Rental income, income from
wholesale activities, pub management services and technical services are recognised in profit or loss when the services
have been delivered.
Discounts
HEINEKEN uses different types of discounts depending on the nature of the customer. Some discounts are unconditional,
like cash discounts, early payment discounts and temporary promotional discounts. Unconditional discounts are
recognised at the same moment of the related sales transaction.
HEINEKEN also provides conditional discounts to customers. These contractually agreed conditions include volume and
promotional rebates. Conditional discounts are recognised based on estimated target realisation. The estimation is
based on accumulated experience supported by historical and current sales information. A discount accrual is recognised
at each reporting date for discounts payable to customers based on their expected or actual volume up to that date.
Other discounts include listing and shelving visibility fees charged by the customer whereby the payments to customers
are closely related to the volumes sold. HEINEKEN assesses the substance of contracts with customers to determine the
classification of payments to customers as either discounts or marketing expenses.
Discounts are accounted for as a reduction of revenue. Only when these payments to customers relate to a distinct
service, the amount is classified as operating expense.
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Notes to the Consolidated Financial Statements
6.2 Other income
Other income includes the gain on sale from transactions that do not arise from contracts with customers and are
therefore presented separately from revenue.
In millions of €
Gain on sale of property, plant and equipment
Gain on sale of intangible assets
Gain on sale of subsidiaries, joint ventures and associates
Gain on previously held equity-interests
Tax credits
2022
46
10
15
76
—
147
2021
41
9
5
1,270
196
1,521
In 2021, other income mainly related to the gain on previously held equity-interest in United Breweries Limited (UBL) in
India (€1,270 million) after obtaining control of UBL on 29 July 2021 and tax credits recognised in Brazil (€196 million)
related to unduly paid PIS/COFINS1 for the period 2001 until 2021.
Accounting policies
Other income is recognised in profit or loss when control over the sold asset is transferred to the buyer. The amount
recognised as other income equals the proceeds obtained from the buyer minus the carrying value of the sold asset.
As part of a step acquisition, any previously held equity interest in the acquiree is remeasured to fair value on the date of
the acquisition. The difference between the carrying value and the fair value of the previously held equity interest is
recognised in other income.
6.3 Raw materials, consumables and services
In millions of €
Raw materials
Non-returnable packaging
Goods for resale
Inventory movements
Marketing and selling expenses
Transport expenses
Energy and water
Repair and maintenance
Other expenses
2022
2,843
5,624
1,766
5
2,692
1,922
834
585
2,347
18,618
2021
1,925
4,031
1,217
96
2,091
1,222
529
503
1,921
13,535
The increase in raw materials, consumables and services is mainly driven by inflation in commodity and energy prices
related to raw materials and non-returnable packaging.
Other expenses in raw materials, consumables and services mainly include consulting expenses of €321 million
(2021: €242 million), telecom and office automation of €300 million (2021: €277 million), warehousing expenses of
€245 million (2021: €189 million), travel expenses of €113 million (2021: €54 million), other taxes of €124 million
(2021: €118 million), short-term lease expenses of €86 million (2021: €61 million) and low-value lease expenses of
€32 million (2021: €30 million).
Accounting policies
Expenses are recognised based on accrual accounting. This means that expenses are recognised when the product is
received or the service is provided regardless of when cash outflow takes place. Costs related to power purchase
agreements are included as part of 'Energy and water'.
1 PIS/COFINS: PIS (Program of Social Integration) and COFINS (Contribution for the Financing of Social Security) are federal sales taxes based on turnover of
companies
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Notes to the Consolidated Financial Statements
6.4 Personnel expenses
The average number of full-time equivalent (FTE) employees, excluding contractors, in 2022 was 86,390 (2021: 82,257).
FTE, excluding contractors, is divided per region as follows:
In millions of €
Wages and salaries
Compulsory social security contributions
Contributions to defined contribution plans
Expenses related to defined benefit plans
Expenses related to other long-term employee benefits
Equity-settled share-based payment plan
Other personnel expenses
Note
9.1
6.5
2022
2,757
412
57
115
5
57
676
2021
2,382
365
53
102
3
51
529
4,079
3,485
The increase in Asia Pacific is mainly attributable to the acquisition of UBL in India in the prior year, whilst the increase in
the Americas is mainly due the expansion of the route-to-consumer.
A total of 4,089 FTEs are based in the Netherlands (2021: 3,925 FTE).
HEINEKEN’s employees receive compensations such as salaries and wages, pensions (refer to note 9.1) and share-based
payments (refer to note 6.5). Other personnel expenses include expenses for contractors of €153 million (2021: €114
million) and a reversal of restructuring provision of €53 million (2021: €4 million, expense). Refer to note 9.2 for the
restructuring provisions.
Accounting policies
Personnel expenses
Personnel expenses are recognised when the related service is provided. For more details on accounting policies related to
post-retirements obligations and share-based payments refer to notes 9.1 and 6.5 respectively.
6.5 Share-based payments
HEINEKEN has the following share-based compensation plans: long-term incentive plan, extraordinary share plan and
matching share plan (as part of the Short-term incentive plan of the Executive Board).
Long-term incentive plan (LTIP)
HEINEKEN has a performance-based LTIP for the Executive Board and senior management. Under this LTIP, share rights
are conditionally awarded to participants on an annual basis. The vesting of these rights is subject to the performance of
Heineken N.V. on specific internal performance conditions and continued service over a three-calendar year period by the
employee. The share rights are not dividend-bearing during the performance period.
During 2022, a combined ESG-related performance measures, with equal weighting, were included in the LTIP. The
performance conditions for LTIP 2022-2024 are organic net revenue growth, earnings per share beia growth, free
operating cash flow and combined ESG-related measures. The performance conditions for LTIP 2020-2022 and
2021-2023, are organic net revenue growth, organic operating profit beia growth, earnings per share beia growth and
free operating cash flow. The performance conditions are equally weighted.
At target performance, 100% of the awarded share rights vest. At threshold performance, 50% of the awarded share
rights vest and at maximum performance, 200% of the awarded share rights vest.
Number of FTEAverage number of FTE per region27,42735,55211,84211,56926,77633,16212,6629,65720222021EuropeAmericasAfrica, Middle East & Eastern EuropeAsia Pacific
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Notes to the Consolidated Financial Statements
The grant date, fair market value (FMV) at the grant date, service period and vesting date for the LTIP are visualised below:
LTI Plan
31-12-2019
31-12-2020
31-12-2021
31-12-2022
31-12-2023
31-12-2024
Personnel expenses
The total share-based compensation expense that is recognised in 2022 amounts to €57 million (2021: €51 million
share-based compensation expense).
Note
2022
2021
—
19
18
20
7
21
23
—
51
2020-2022
grant date
FMV €90.11
performance period
vesting date
grant date
FMV €87.03
performance period
In millions of €
Share rights granted in 2019
Share rights granted in 2020
vesting date
Share rights granted in 2021
Share rights granted in 2022
2021-2023
2022-2024
grant date
FMV €93.81
performance period
Total expense recognised in personnel expenses
6.4
57
Total LTIP expenses
recognised in 2022
Accounting estimates
The number of outstanding share rights and the movement over the year under the LTIP of the Executive Board and
senior management is as follows:
Outstanding as at 1 January
Granted during the year
Forfeited during the year
Cancelled during the year
Vested previous year
Performance adjustment
Outstanding as at 31 December
Share price as at 31 December
Number of share
rights 2022
Number of share
rights 2021
1,821,369
851,689
431,038
444,541
(115,887)
(113,363)
87
(60,145)
(284,183)
—
311,194
698,647
2,163,618
1,821,369
87.88
98.86
At vesting, HEINEKEN deducts a number of shares to cover payroll taxes and mandatory withholdings on behalf of the
individual employees. Therefore, the number of Heineken N.V. shares to be received by LTIP participants is a net
(after-tax) number. Ownership of the vested LTIP 2020-2022 shares will transfer to the Executive Board members
shortly after the publication of the annual results of 2022 and to senior management on 1 April 2023.
Other share-based compensation plans
In 2022, under the Extraordinary share plans for senior management, 500 shares were granted (2021: 58,566) and
32,505 (gross) shares vested (2021: 17,878). These extraordinary grants only have a service condition and vest between
one and five years. The expenses relating to these additional grants are recognised in profit or loss during the vesting
period. In 2022, expenses amounted to €2 million (2021: €4 million).
Matching shares granted to the Executive Board are disclosed in note 13.3.
The grant date fair value is calculated by adjusting the share price at the grant date for estimated foregone dividends
during the performance period, as the participants are not entitled to receive dividends during that period. The foregone
dividends are estimated by applying HEINEKEN's dividend policy on the latest forecasts of net profit (beia).
At each balance sheet date, HEINEKEN uses its latest forecasts to calculate the expected realisation on the performance
targets per plan. The number of shares is adjusted to the new target realisation and HEINEKEN increases/decreases the
total plan cost. The cumulative effect is recorded in the profit or loss, with a corresponding adjustment to equity.
Expenses related to employees that voluntarily leave HEINEKEN are reversed as they will not receive any shares from the
LTIP. The expense calculation includes the estimated future forfeiture. HEINEKEN uses historical information to estimate
this forfeiture rate.
Accounting policies
HEINEKEN's share-based compensation plans are equity-settled share rights granted to the Executive Board and senior
management.
The grant date fair value is calculated by deducting expected foregone dividends from the grant date during the
performance period share price. The costs of the share plans are adjusted for expected performance and forfeiture and
spread evenly over the service period.
Share-based compensation expenses are recorded in the profit or loss, with a corresponding adjustment to equity.
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Notes to the Consolidated Financial Statements
6.6 Amortisation, depreciation and impairments
In millions of €
Property, plant and equipment
Intangible assets
Assets classified as held for sale
Other
Note
8.2
8.1
10.2
2022
1,537
256
88
5
2021
1,487
461
—
11
1,886
1,959
Accounting policies
HEINEKEN presents basic and diluted earnings per share (EPS) data for its shares. Basic EPS is calculated by dividing the
profit or loss attributable to shareholders of the Company by the weighted average number of shares outstanding during
the year, adjusted for the weighted average number of own shares held in the year. Diluted EPS is determined by dividing
the profit or loss attributable to shareholders by the weighted average number of shares outstanding, adjusted for the
weighted average number of own shares held in the year and for the effects of all dilutive potential shares which
comprise share rights granted to employees and the Executive Board. The effects of anti-dilutive potential ordinary
shares are ignored in calculating diluted EPS.
Property, plant and equipment include depreciation and impairment of ROU assets of €254 million (2021: €276 million).
7. Working capital
Assets classified as held for sale relate to an impairment loss related to Russia disposal group classified as held for sale,
refer to note 10.2.
7.1 Inventories
Inventories include raw and packaging materials, work in progress, spare parts, goods for resale and finished products.
For more information on impairment losses, refer to note 8.2.
Accounting policies
Refer to note 8.1 for the accounting policy on impairments and amortisation, and to note 8.2 for the policy on depreciation.
In millions of €
Raw materials
Work in progress
Finished products
Goods for resale
6.7 Earnings per share
The calculation of earnings per share (EPS) for the period ended 31 December 2022 is based on the profit attributable to
the shareholders of the Company (net profit) and the weighted average number of shares outstanding (basic and
diluted) during the year ended 31 December 2022.
Non-returnable packaging
Other inventories and spare parts
2022
619
364
598
530
548
591
2021
445
324
499
396
338
436
3,250
2,438
In € per share (basic or diluted) for the period ended 31 December
Basic earnings per share
Diluted earnings per share
2022
4.66
4.65
2021
5.77
5.77
Refer to the table below for the information used in the calculation of the basic and diluted earnings per share.
Weighted average number of shares – basic and diluted
Total number of shares issued
Effect of own shares held
2022
2021
576,002,613 576,002,613
(439,108)
(262,344)
Weighted average number of basic shares outstanding for the year
575,563,505 575,740,269
Dilutive effect of share-based payment plan obligations
462,616
229,127
Weighted average number of diluted shares outstanding for the year
576,026,120 575,969,395
In 2022, the change in inventories written off to net realisable value was €9 million, release (2021: €11 million, write off).
Accounting policies
Inventories are measured at the lower of cost and net realisable value. The cost of inventories is based on a weighted
average cost and includes expenditure incurred in acquiring the inventories, production or conversion costs and other
costs incurred in bringing them to their existing location and condition. Cost of inventories are generally updated on
annual basis except if a structural change is identified during the period such as the impact of inflationary pressure on
input costs.
Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of
completion and selling expenses.
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Notes to the Consolidated Financial Statements
7.2 Trade and other receivables
Trade and other receivables arise during ordinary activities, for example from the sale of inventory, from proceeds for
contract brewing or from royalty fees.
In millions of €
Trade receivables
Other receivables
Trade receivables due from associates and joint ventures
Prepayments
2022
3,104
926
16
485
2021
2,376
865
13
408
4,531
3,662
In millions of €
Balance as at 1 January
Changes in consolidation
Addition to allowance
Allowance used
Allowance released
Other
Effect of movements in exchange rates
Balance as at 31 December
Trade and other receivables contain a net impairment loss of €38 million (2021: €28 million) from contracts with
customers, which is included in expenses for raw materials, consumables and services.
The ageing of trade and other receivables (excluding prepayments) as at 31 December 2022 is as follows:
Accounting estimates
2022
454
44
50
(47)
(12)
(5)
4
488
2021
504
2
46
(77)
(18)
(6)
3
454
In millions of €
Gross
Allowance
In millions of €
Gross
Allowance
2022
Total
4,534
(488)
4,046
2021
Total
3,708
(454)
3,254
Past due
Not past due
0-30 days
31-120 days
> 120 days
3,378
(100)
3,278
442
(24)
418
259
(49)
210
455
(315)
140
Past due
Not past due
0-30 days
31-120 days
> 120 days
2,788
(72)
2,716
322
(34)
288
196
(45)
151
402
(303)
99
The movement in allowance for credit losses for trade and other receivables during the year is as follows:
HEINEKEN determines on each reporting date the impairment of trade and other receivables using a model (e.g. flow
rate method) which estimates the lifetime expected credit losses that will be incurred on these receivables. Individually
significant financial assets are tested for impairment on an individual basis. The remaining financial assets are assessed
collectively in groups that share similar credit risk characteristics. Due the macro-economic environment and uncertainties
including increasing inflationary pressure on HEINEKEN’s customers, more judgement is required in the calculation of
expected credit losses compared to the prior year. As part of these assessments, HEINEKEN has incorporated all
reasonable and supportable information available such as whether there has been a breach of payment terms or
deterioration of payment against payment terms, a request for extended payment terms or a request for waived
payment terms. For more information on HEINEKEN's credit risk exposure refer to note 11.5.
Accounting policies
Trade and other receivables are held by HEINEKEN to collect the related cash flows. These receivables are measured at
fair value and subsequently at amortised cost minus any impairment losses. Trade and other receivables are
derecognised by HEINEKEN when substantially all risks and rewards are transferred or if HEINEKEN does not retain
control over the receivables.
In millions of €Allowance for credit losses 2022 - Trade and other receivables4544450(47)(12)(5)4488Balance as at 1 JanuaryChanges in consolidationAddition to allowanceAllowance usedAllowance releasedOtherEffect of movements in exchange ratesBalance as at 31 December05001,000
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Notes to the Consolidated Financial Statements
7.3 Trade and other payables
In the ordinary course of business, payable positions arise towards suppliers of goods and services, as well as to other
parties. Refer to the table below for the different types of trade and other payables.
7.4 Returnable packaging materials
HEINEKEN uses returnable packaging materials such as glass bottles, crates and kegs in selling the finished products to
the customer.
In millions of €
Trade payables
Accruals
Taxation and social security contributions
Interest
Dividends
Other payables
2022
5,852
1,802
1,103
172
25
329
2021
4,631
1,615
999
177
23
305
Returnable packaging materials
The majority of returnable packaging materials are classified as property, plant and equipment. The category 'Other
fixed assets' in property, plant and equipment (refer to note 8.2) includes €1,018 million (2021: €830 million) of
returnable packaging materials.
Returnable packaging deposit liability
In certain markets, HEINEKEN has the legal or constructive obligation to take back the materials from the market. A
deposit value is generally charged upon the sale of the finished product, which is reimbursed when the empty returnable
packaging material is returned.
9,283
7,750
In millions of €
Returnable packaging deposits
2022
545
2021
476
In 2022, the increase in trade payables is mainly due to inflation in commodity prices related to raw materials and
increased prices for transport.
Accounting estimates
HEINEKEN makes estimates in the determination of discount accruals. When discounts are provided to customers, these
reduce the transaction price and consequently the revenue. The conditional discounts in revenue (refer to note 6.1) are
estimated based on accumulated experience supported by historical and current sales information. Expected sales volumes
are determined taking into account (historical) sales patterns and other relevant information. A discount accrual is recognised
for expected volume and discounts due to customers in relation to sales made until the end of the reporting period.
Accounting policies
Trade and other payables are initially measured at fair value and subsequently at amortised cost. Trade payables are
derecognised when the contractual obligation is either discharged, cancelled or expired.
Accounting estimates
The main accounting estimate relating to returnable packaging materials is determining the returnable packaging
materials in the market and the expected return thereof. This is based on circulation times and losses of returnable
packaging materials in the market.
Accounting policies
Returnable packaging materials
Returnable packaging materials may be classified as property, plant and equipment or inventory. The classification
mainly depends on whether ownership is transferred and if HEINEKEN has the legal or constructive obligation to buy
back the materials.
Refer to note 8.2 for the general accounting policy on property, plant and equipment. Specifically for returnable
packaging materials, the estimated useful life depends on the loss of the materials in the market as well as on
HEINEKEN's sites.
Returnable packaging deposit liability
HEINEKEN recognises a deposit liability when a legal or constructive obligation exists to reimburse the customer for
returnable packaging materials that are returned. The returnable packaging deposit liability is based on the estimated
returnable packaging materials in the market, the expected return thereof and the deposit value.
In light of increasing inflationary pressures and HEINEKEN’s BaBW ambitions, the deposit value for a number of returnable
packaging materials were increased. In the event the deposit value is increased, the relating liability is remeasured through
profit and loss taking into account the returnable packaging materials which are already in the market.
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Notes to the Consolidated Financial Statements
8. Non-current assets
8.1 Intangible assets
Intangible assets within HEINEKEN are mainly goodwill, brands and customer-related intangibles such as customer lists. The majority of intangible assets have been recognised by HEINEKEN as part of acquisitions. Refer to the table below for the
historical cost per asset class and the movements during the year including amortisation.
Transfer (to)/from assets classified as held for sale
10.2
In millions of €
Cost
Balance as at 1 January
Hyperinflation restatement to 1 January 2022
Changes in consolidation
Purchased/internally developed
Disposals
Hyperinflation adjustment
Effect of movements in exchange rates
Balance as at 31 December
Amortisation and impairment losses
Balance as at 1 January
Hyperinflation restatement to 1 January 2022
Changes in consolidation
Amortisation charge for the year
Impairment losses
Reversals of impairments
Transfer to/(from) assets classified as held for sale
Disposals
Hyperinflation adjustment
Effect of movements in exchange rates
Balance as at 31 December
Carrying amount
As at 1 January
As at 31 December
Note
Goodwill
Brands
Customer-
related
intangibles
Contract-
based
intangibles
Software,
research and
development
and other
Total
Goodwill
Brands
2022
Customer-
related
intangibles
Contract-
based
intangibles
Software,
research and
development
and other
2021
Total
12,278
8,712
2,172
1,033
1,185
25,380
11,149
4,552
2,051
946
1,081
19,779
108
109
—
—
—
49
174
7
229
—
(17)
(2)
3
10
—
10
5
—
—
—
115
—
—
7
—
(1)
—
29
1
(3)
208
(21)
(22)
1
15
116
345
220
(38)
(25)
53
343
—
644
—
—
—
—
485
—
3,644
112
(2)
(1)
—
407
—
—
1
—
—
—
120
—
(4)
36
—
—
—
55
—
—
(3)
4,281
124
(1)
(31)
—
15
273
(3)
(32)
—
1,082
12,718
8,942
2,302
1,068
1,364
26,394
12,278
8,712
2,172
1,033
1,185
25,380
(468)
(1,708)
(1,352)
(385)
(705)
(4,618)
(471)
(1,409)
(1,182)
(332)
(618)
(4,012)
6.6
6.6
6.6
10.2
—
—
—
—
—
—
—
—
—
(3)
—
—
—
(201)
(118)
—
173
18
2
(2)
(61)
—
16
—
—
—
—
—
(12)
(1)
—
—
1
—
—
—
(3)
—
(114)
(445)
—
1
13
15
(1)
(9)
(1)
190
31
18
(3)
(155)
—
—
—
—
—
—
—
—
3
—
—
(149)
(134)
53
2
1
—
—
—
—
—
—
(3)
(108)
(28)
(104)
—
9
—
—
—
—
—
—
—
—
—
—
1
25
—
—
(3)
(389)
(134)
62
3
26
—
(72)
(71)
(25)
(6)
(171)
(82)
(3)
(468)
(1,782)
(1,536)
(400)
(800)
(4,986)
(468)
(1,708)
(1,352)
(385)
(705)
(4,618)
11,810
7,004
12,250
7,160
820
766
648
668
480
20,762
10,678
3,143
564
21,408
11,810
7,004
869
820
614
648
463
15,767
480
20,762
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Notes to the Consolidated Financial Statements
Goodwill impairment testing
For impairment testing, goodwill in respect of Europe, Americas (excluding Brazil) and Asia Pacific (excluding India) is
allocated and monitored on a regional basis. For Brazil, India, subsidiaries within Africa, Middle East & Eastern Europe and
Head Office, goodwill is allocated and monitored on an individual country basis. The total amount of goodwill of
€12,250 million (2021: €11,810 million) is allocated to each (group of) Cash Generating Unit (CGU) as follows:
The increase in goodwill of €440 million compared to 2021, mainly relates to application of hyperinflation accounting in
Ethiopia of €157 million and the movement in exchange rates of €174 million.
The carrying amount of a CGU is compared to the recoverable amount of the CGU. The recoverable amounts of the (group
of) CGUs are based on the higher of the fair value less costs of disposal (FVLCD) and value in use (VIU) calculations. CGUs
for which the recoverable amount is based on a VIU model represent 94% of goodwill. VIU is determined by discounting the
future cash flows generated from the continuing use of the CGU using a pre-tax discount rate.
The key assumptions used for the value in use calculations are as follows:
– Cash flows are projected based on actual operating results and the approved business plan. Cash flows thereafter are
extrapolated up to a 10-year period (Europe 5-year) using an expected annual volume growth rate per country, which
is based on external sources. The extrapolated cash flows are therefore projected using steady or progressively
declining net cash flow growth rates. Based on past experience, management considers this period to reflect the long-
term development of the local beer business.
– The beer price growth per year, after the forecast period, is assumed to be the expected country-specific annual long-
term inflation, which is based on external sources.
– Cash flows after the first 10-year period (Europe 5-year) are extrapolated using a perpetual growth rate equal to the
expected 30-year average inflation to calculate the terminal recoverable amount. For Europe, a return on inflation-
linked bond rates is used to extrapolate cash flows.
– A CGU-specific pre-tax weighted average cost of capital (WACC) was applied per CGU in determining the recoverable
amount of the units.
The values assigned to the key assumptions used for the VIU calculations are as follows:
In %
Europe
Americas (excluding Brazil)
Brazil
Africa, Middle East & Eastern Europe
Asia Pacific (excluding India)
Head Office
Expected annual
long-term
inflation
applied for years
2026-2032
Expected volume
growth rates
applied for years
2026-2032
2.1
2.9
3.1
1.3
1.6
3.7
Pre-tax
WACC
10.2
12.3
15.8
16.6 - 30.1
4.9 - 8.6
1.5 - 4.4
13.6
13.5
3.3
3.3
1.4
1.7
In 2022, there has been a general increase in the WACC applied across most CGUs, due to increased interest rates.
Impairment losses
The annual goodwill impairment test did not result in an impairment loss for the current year (2021: nil). The impairment
test required as a result of the identification of impairment indicators resulted in an impairment reversal of €189 million
on intangible assets other than goodwill (2021: €72 million on intangible assets other than goodwill, net impairment),
which was charged to profit and loss (refer to note 8.2).
Sensitivity to changes in assumptions
The outcome of a sensitivity analysis of a 200 basis points adverse change in key assumptions (i.e. lower growth rates or
higher discount rates respectively) did not result in a materially different outcome for the impairment test.
Brands, customer-related and contract-based intangibles
The main brands capitalised are the brands acquired in various acquisitions. The main customer-related and contract-
based intangibles relate to customer relationships (constituted either by way of a contractual agreement or by way of
non-contractual relations) and re-acquired rights.
Accounting estimates and judgements
The cash flow projections used in the value in use calculations for goodwill impairment testing contain various judgements
and estimations as described in the key assumptions for the VIU calculations. Such judgements and estimates are subject to
change because of changing economic conditions and climate impact and actual cash flows may differ from forecasts. The
below additional considerations have been applied by HEINEKEN regarding the potential financial impact of the macro-
economic environment and uncertainties including increasing inflationary pressures worldwide:
– Changes in the interest rate environment are taken into consideration when determining the discount rates
– Terminal growth rates do not exceed the long-term annual inflation rate of the country or region, thus excluding any
increased inflation growth experiences in the short-term
– Sensitivity scenarios are applied to the key assumptions used in the impairment testing.
The impact of climate change risk on future cash flows have also been considered at an CGU and asset level, including
committed capex and operational expenditure. No material financial impacts to the current year impairment assessment
were identified.
In millions of €Goodwill per (group of) CGU4,9052,3374574193,0196334804,8832,1824092682,92566348020222021EuropeAmericas(excluding Brazil)BrazilAfrica, Middle East & Eastern EuropeAsia Pacific (excluding India)IndiaHead Office02,5005,0007,500 Introduction
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Notes to the Consolidated Financial Statements
For intangible assets, other than goodwill, estimates are required to determine the (remaining) useful lives. Useful lives
are determined based on the market position (for brands), estimated remaining useful life of the customer relationships
or the period of the contractual arrangements, or estimates on technological and commercial developments (for
software/development expenditure).
Amortisation is charged to profit or loss on a straight-line basis over the estimated useful life. HEINEKEN believes that
straight-line depreciation most accurately reflects the expected pattern of consumption of the future economic benefits
embodied in the intangible asset.
Accounting policies
Goodwill
Goodwill represents the difference between the fair value of the net assets acquired and the transaction price of the
acquisition. Goodwill arising on the acquisition of associates and joint ventures is included in the carrying amount of the
associates and joint ventures.
Goodwill is measured at cost less accumulated impairment losses. Goodwill is allocated to individual or groups of CGUs
for impairment testing and is tested annually for impairment. Negative goodwill is recognised directly in profit or loss as
other income. An impairment loss in respect of goodwill cannot be reversed.
Brands, customer-related and contract-based intangibles
Brands, customer-related and contract-based intangibles acquired as part of a business combination are recognised at
fair value. Otherwise, these acquired intangibles are recognised at cost and amortised over the estimated useful life of
the individual brand, respectively over the remaining useful life of the customer relationships or the period of the
contractual arrangements.
Strategic brands are well-known international/local brands with a strong market position and an established brand name.
Software, research and development and other intangible assets
Purchased software is measured at cost less accumulated amortisation. Expenditure on internally developed software is
capitalised when the expenditure qualifies as development activities, otherwise, it is recognised in profit or loss when incurred.
Expenditure on research activities, undertaken with the prospect of gaining new technical knowledge, is recognised in
profit or loss when incurred.
Amortisation
Amortisation is calculated over the cost of the asset less its residual value. Intangible assets with a finite life are amortised
on a straight-line basis over their estimated useful lives from the date they are available for use. The estimated useful
lives are as follows:
– Strategic brands
– Other brands
– Customer-related and contract-based intangibles
– Re-acquired rights
– Software
– Capitalised development costs
40 – 50 years
5 – 25 years
5 – 25 years
3 – 12 years
3 – 7 years
3 years
The amortisation method, useful lives and residual values are reassessed annually. Changes in useful lives or residual
value are recognised prospectively.
De-recognition of intangible assets
Intangible assets are derecognised when disposed of or sold. Gains on sale of intangible assets are presented in profit or loss
as other income (refer to note 6.2); losses on sale are included in amortisation. Goodwill is derecognised when the related
CGU is sold.
Impairment of non-financial assets
At each reporting date, HEINEKEN reviews the carrying amounts of its non-financial assets (except for inventories and
deferred tax assets) to determine whether there is any indication of impairment. If any such indication exists, the
recoverable amount is estimated. The existence of any immediate or short-term physical threats due to climate change
were also considered in assessing for any indication of impairment. Furthermore, HEINEKEN assesses goodwill and other
intangible assets with an indefinite useful life annually for impairment.
For impairment testing, assets are grouped into the smallest group of assets that generate cash inflows from continuing
use. The CGU for other non-financial assets is often the operating company on a country level. The recoverable amount
of an asset or CGU is the higher of an asset’s FVLCD and VIU. In assessing the VIU, the estimated future cash flows are
discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value
of money and risks specific to the asset or CGU.
An impairment loss is recognised in profit or loss if the carrying amount of an asset or its CGU exceeds its recoverable
amount. Impairment losses are first allocated to goodwill and intangible assets with an indefinite useful life. A remaining
impairment loss is then allocated to the other assets in the unit on a pro-rata basis. In respect of other assets, impairment
losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no
longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable
amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying
amount that would have been determined, net of depreciation or amortisation if no impairment loss had been recognised.
8.2 Property, plant and equipment
Property, plant and equipment (P,P&E) are fixed assets that are owned by HEINEKEN, as well as right of use (ROU) assets
under a lease agreement. Owned and ROU assets are held for use in HEINEKEN's operating activities. Refer to the table
below for the split between owned assets and ROU assets as per balance sheet date:
In millions of €
Property, plant and equipment - owned assets
Right of use assets
2022
12,610
1,013
2021
11,518
883
13,623
12,401
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Notes to the Consolidated Financial Statements
Owned assets
The table below details the historical cost per asset class and the movements during the year for owned assets.
In millions of €
Cost
Balance as at 1 January
Hyperinflation restatement to 1 January 2022
Changes in consolidation and other transfers
Purchases
Transfer of completed projects under construction
Transfer (to)/from assets classified as held for sale
Disposals
Hyperinflation adjustment
Effect of movements in exchange rates
Balance as at 31 December
Depreciation and impairment losses
Balance as at 1 January
Hyperinflation restatement to 1 January 2022
Changes in consolidation and other transfers
Depreciation charge for the year
Impairment losses
Reversals of impairments
Transfer to/(from) assets classified as held for sale
Disposals
Hyperinflation adjustment
Effect of movements in exchange rates
Balance as at 31 December
Carrying amount
As at 1 January
As at 31 December
Note
Land and
buildings
Plant and
equipment
Other
fixed assets
Under
construction
2022
Total
Land and
buildings
Plant and
equipment
Other
fixed assets
Under
construction
2021
Total
7,534
10,099
5,934
1,068
24,635
7,042
9,455
5,699
669
22,865
72
63
27
237
(163)
(49)
47
(3)
161
36
37
646
(269)
(150)
100
110
102
2
409
462
(84)
(289)
65
81
1
(2)
336
99
1,646
2,119
(1,345)
—
(4)
(5)
1
27
(520)
(493)
213
215
—
187
20
119
(21)
(40)
—
227
—
171
55
393
—
13
251
279
(29)
(9)
(112)
(384)
—
166
—
85
—
13
—
384
1,170
1,496
(791)
—
(6)
—
13
—
(59)
(542)
—
491
7,765
10,770
6,682
1,387
26,604
7,534
10,099
5,934
1,068
24,635
6.6
6.6
6.6
(2,759)
(6,048)
(4,247)
(63)
(13,117)
(2,586)
(5,605)
(3,999)
(69)
(12,259)
(14)
4
(57)
—
(85)
1
(172)
(513)
(625)
—
—
—
(156)
5
—
—
—
(4)
—
4
(1,310)
(156)
(460)
(579)
—
—
—
—
—
(1,195)
(68)
(18)
(3)
(1)
(90)
(6)
(43)
(1)
(2)
(52)
75
80
33
(14)
(15)
30
177
146
(20)
(49)
7
63
271
(65)
(49)
5
—
—
—
117
320
450
(99)
4
13
34
—
19
26
110
—
10
9
374
—
(1)
(114)
(62)
(91)
(65)
3
—
—
—
5
36
48
518
—
(213)
(2,850)
(6,352)
(4,732)
(60)
(13,994)
(2,759)
(6,048)
(4,247)
(63)
(13,117)
4,775
4,051
1,687
1,005
11,518
4,456
3,850
1,700
600
10,606
4,915
4,418
1,950
1,327
12,610
4,775
4,051
1,687
1,005
11,518
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Notes to the Consolidated Financial Statements
Land and buildings include the breweries and offices of HEINEKEN as well as stores, pubs and bars. The plant and
machinery asset class contains all the assets needed in HEINEKEN's brewing, packaging and filling activities. Other fixed
assets mainly consist of returnable packaging materials, commercial fixed assets and furniture, fixtures and fittings. Refer
to note 7.4 for further information on returnable packaging materials that are included in this category.
Impairment losses
A net impairment reversal of €27 million on owned P,P&E (2021: €16 million, net impairment), €4 million impairment
reversal on ROU assets (2021: €20 million, net impairment) and €189 million impairment reversal on intangible assets with
finite useful life (2021: €72 million, net impairment) were recorded for the year ended 31 December 2022. The net
impairment reversal mainly relates to impairment reversal in the CGU Papua New Guinea (€234 million) which is included in
the Asia Pacific operating segment. The reversal is primarily driven by an improved performance and stronger recovery from
COVID-19 in a more favourable macro-economic environment, since the recognition of the impairment in 2020.
The determination of the recoverable amount of Papua New Guinea is based on a VIU valuation, which is based on a
discounted 10-year cash flow forecast. The key assumptions used to determine the cash flows are based on market
expectations and management's best estimate. Cash flows thereafter are extrapolated using a perpetual growth rate
equal to the expected 30-year compounded average inflation, in order to calculate the terminal recoverable amount.
Impairments (reversals) are recorded on the line 'amortisation, depreciation and impairments' in the Income Statement.
For a split per asset class, refer to the movement schedules in notes 8.1 and 8.2.
See the table below for the key assumptions:
In %
Pre-tax WACC (in local currency)
Expected annual long-term inflation
Expected volume growth
Papua New Guinea
2023 - 2025
2026-2032
20.5
4.1
8.1
20.5
4.1
1.7
Right of use (ROU) assets
HEINEKEN leases stores, pubs, offices, warehouses, cars, (forklift) trucks and other equipment in the ordinary course of
business. HEINEKEN has around 36,000 leases with a wide range of different terms and conditions, depending on local
regulations and practices. Many leases contain extension and termination options, which are included in the lease term if
HEINEKEN is reasonably certain to exercise the option. Refer to the table below for the carrying amount of ROU assets
per asset class per balance sheet date:
In millions of €
Land and buildings
Equipment
Carrying amount ROU assets as at 31 December
2022
830
183
1,013
2021
692
191
883
In 2022, €218 million was added to the ROU assets as a result of entering into new lease contracts and the
remeasurement of existing leases (2021: €223 million). The depreciation and impairments of ROU assets for the
financial year ending 31 December is as follows:
In millions of €
Land and buildings
Equipment
Depreciation and impairments for ROU assets
2022
174
80
254
2021
180
96
276
Accounting estimates and judgements
Estimates are required to determine the (remaining) useful lives of fixed assets. Useful lives are determined based on an
asset's age, the frequency of its use, repair and maintenance policy, technology changes in production, redundancies or
changes due to climate risks and expected restructuring.
HEINEKEN estimates the expected residual value per asset item. The residual value is the higher of the expected sales
price (based on recent market transactions of similar sold items) and its material scrap value.
Depreciation is charged to profit or loss on a straight-line basis over the estimated useful lives of items of P,P&E.
HEINEKEN believes that straight-line depreciation most closely reflects the expected pattern of consumption of the
future economic benefits embodied in the asset.
Judgement is required to determine the lease term. The assessment of whether HEINEKEN is reasonably certain to exercise
such options impacts the lease term, which as a result could affect the amount of lease liabilities and ROU assets recognised.
Accounting policies
Owned assets
A fixed asset is recognised when it is probable that future economic benefits associated with the P,P&E item will flow to
HEINEKEN and when the cost of the P,P&E can be reliably measured. The majority of the P,P&E of HEINEKEN are owned
assets, rather than leased assets.
P,P&E are recognised at historical cost less accumulated depreciation and impairment losses. Historical cost includes all
costs directly attributable to the purchase of an asset. The cost of self-constructed assets includes all directly attributable
costs to make the asset ready for its intended use. Spare parts that meet the definition of P,P&E are capitalised and
accounted for accordingly. If spare parts do not meet the recognition criteria of P,P&E, they are either carried in inventory
or consumed and recorded in profit or loss.
Subsequent costs are capitalised only when it is probable that the expenses will lead to future economic benefits and can be
measured reliably. The carrying amount of any component accounted for as a separate asset is derecognised when replaced.
All other repairs and maintenance are charged to profit or loss during the reporting period in which they are incurred.
For the contractual commitments on ordered P,P&E refer to note 13.2.
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Lease related notes
For lease liabilities, refer to note 11.3 Borrowings. For short-term and low-value leases, refer to other expenses in note 6.3
Raw materials, consumables and services. For the lease receivables, refer to other receivables in note 8.4 Other non-
current assets and other receivables in note 7.2 Trade and other receivables. For the contractual maturities of lease
liabilities, refer to note 11.5 Credit, liquidity and market risk.
8.3 Loans and advances to customers
Loans and advances to customers are inherent to HEINEKEN's business model. Loans to customers are repaid in cash on
fixed dates while the settlement of advances to customers is linked to the sales volume of the customer. Loans and
advances to customers are usually backed by collateral such as properties.
In millions of €
Loans to customers
Advances to customers
Loans and advances to customers
2022
61
155
216
2021
56
153
209
The movement in allowance for impairment losses for loans and advances to customers during the year is as follows:
Notes to the Consolidated Financial Statements
Depreciation and impairments
Depreciation is calculated using the straight-line method, based on the estimated useful life of the asset class.
The estimated useful lives of the main asset classes are as follows:
– Buildings
– Plant and equipment
– Other fixed assets
15 – 40 years
5 – 30 years
3 – 10 years
Land and assets under construction are not depreciated. When assets under construction are ready for their intended use,
they are transferred to the relevant category and depreciation starts. All other P,P&E items are depreciated over their
estimated useful life to the asset's residual value.
The depreciation method, residual value and useful lives are reassessed annually. Changes in useful lives or residual value
are recognised prospectively.
HEINEKEN reviews whether indicators for impairment exist on a CGU level. When an indicator of impairment exists,
assets are tested for impairment. Impairment losses on assets, other than goodwill, recognised in prior periods are
assessed at each reporting date for any indication of a reversal, due to observable indications that the asset's value has
increased significantly or other significant changes with favourable effects.
Derecognition of Property, plant and equipment
P,P&E is derecognised when it is scrapped or sold. Gains on sale of P,P&E are presented in profit or loss as other income
(refer to note 6.2); losses on sale are included in depreciation.
Right of use (ROU) assets
Definition of a lease
A contract contains a lease if it provides the right to control the use of an identified asset for a period of time in exchange
for an amount payable to the lessor. The right to control the use of the identified asset exists when having the right to
obtain substantially all of the economic benefits from the use of that asset and when having the right to direct the use of
that asset.
HEINEKEN as a lessee
At the start date of the lease, HEINEKEN (lessee) recognises a ROU asset and a lease liability on the balance sheet. The
ROU asset is initially measured at cost, and subsequently at cost less accumulated depreciation and impairment losses,
and adjusted for certain remeasurements of the lease liability. For measurement of the lease liability, refer to note 11.3.
HEINEKEN applies the following practical expedients for the recognition of leases:
– The short-term lease exemption means that leases with a duration of less than a year are expensed in the income
statement on a straight-line basis.
– The low-value lease exemption, meaning that leased assets with an individual value of €5,000 or less if bought new,
are expensed in the income statement on a straight-line basis.
HEINEKEN as a lessor
A lease is classified as a finance lease when it transfers substantially all the risks and rewards relating to ownership of the
underlying asset to the lessee. For contracts where HEINEKEN acts as an intermediate lessor, the subleases are classified
with reference to the ROU asset.
In millions of €Allowance for credit losses 2022 - Loans and advances to customers6919(8)(5)369Balance as at 1 JanuaryTransfersAddition to allowanceAllowance usedAllowance releasedEffect of movements in exchange ratesBalance as at 31 December020406080100
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Notes to the Consolidated Financial Statements
In millions of €
Balance as at 1 January
Transfers
Addition to allowance
Allowance used
Allowance released
Effect of movements in exchange rates
Balance as at 31 December
Accounting estimates
HEINEKEN determines at each reporting date the impairment of loans and advances to customers using an expected
credit loss model, which estimates the credit losses over 12 months. If a significant increase in credit risk occurs (e.g. more
than 30 days overdue, change in credit rating, payment delays in other receivables from the customer), credit losses over
the lifetime of the asset are incurred. Individually significant financial assets are tested for impairment on an individual
basis. The remaining financial assets are assessed collectively in groups that share similar credit risk characteristics. Due to
the macro-economic environment and uncertainties including increasing inflationary pressure on HEINEKEN’s customers,
more judgement is required for the calculation of expected credit losses compared to the prior years. For more
information on HEINEKEN's credit risk exposure refer to note 11.5.
Accounting policies
Loans and advances to customers are initially measured at fair value and subsequently at amortised cost minus any
impairment losses.
8.4 Other non-current assets
Other non-current assets mainly consist of Fair Value through other comprehensive income (FVOCI) investments, long-
term prepayments and other receivables with a duration longer than 12 months.
In millions of €
Fair value through OCI investments
Non-current derivatives
Loans to joint ventures and associates
Long-term prepayments
Other receivables
Other non-current assets
Note
11.6
2022
154
56
15
461
544
2021
135
6
28
392
509
1,230
1,070
The FVOCI investments primarily consist of equity securities. HEINEKEN designates these investments as FVOCI as these
are not held for trading purposes.
2022
69
1
9
(8)
(5)
3
69
2021
90
(2)
5
(14)
(12)
2
69
Other receivables include lease receivables of €137 million (2021: €148 million). The average outstanding term of the
lease receivables, including the short-term portion of lease receivables, is 2.9 years (2021: 3.0 years). It further includes
tax credits of €137 million (2021: €161 million) recognised in Brazil (refer to note 6.2). The remainder of other receivables
mainly originate from the acquisition of the beer operations of FEMSA and represent a receivable on the Brazilian
authorities on which interest is calculated in accordance with Brazilian legislation. The collection of this receivable is
expected to be beyond a period of five years. A part of the aforementioned qualifies for indemnification towards FEMSA
and is provided for.
Sensitivity analysis – equity securities
An increase or decrease of 1% in the share price of the equity securities at the reporting date would not have a
material impact.
Accounting estimates
HEINEKEN determines on each reporting date the impairment of other receivables using an expected credit loss model,
which estimates the credit losses over 12 months. Only in case of a significant increase in credit risk occurs (e.g. more than
30 days overdue, change in credit rating, payment delays in other receivables from the customer) the credit losses over
the lifetime of the asset are incurred. Individually significant other receivables are tested for impairment on an individual
basis. The remaining financial assets are assessed collectively in groups that share similar credit risk characteristics. For
more information on HEINEKEN's credit risk exposure refer to note 11.5.
Accounting policies
Fair value through OCI investments
HEINEKEN’s investments in equity securities are classified as FVOCI. These investments are interests in entities where
HEINEKEN has less than significant influence. This is generally the case by ownership of less than 20% of the voting
rights. Upon the sale of these equity securities the accumulated fair value and currency translation changes are
transferred to retained earnings.
FVOCI investments are measured at fair value (refer to note 13.1). The fair value changes are recognised in OCI and
presented within equity in the fair value reserve. Dividend income is recognised in profit or loss.
Non-current derivatives
Refer to the accounting policies on derivative financial instruments in note 11.6.
Other
The remaining non-current assets as presented in the previous table are initially measured at fair value and subsequently
at amortised cost minus any impairment losses.
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Notes to the Consolidated Financial Statements
9. Provisions and contingent liabilities
Refer to the table below for the split of these plans in the total present value of the net obligations of HEINEKEN.
9.1 Post-retirement obligations
HEINEKEN makes contributions to pension plans that provide pension benefits to (former) employees upon retirement,
both via defined benefit as well as defined contribution plans. Other long-term employee benefits include long-term
bonus plans, termination benefits, medical plans and jubilee benefits. Refer to note 6.4 for the contribution to defined
contribution plans. This note relates to HEINEKEN's defined benefit pension plans. Refer to the table below for the
present value of the defined benefit plans as at 31 December.
In millions of €
Present value of unfunded defined benefit obligations
Present value of funded defined benefit obligations
Total present value of defined benefit obligations
Fair value of defined benefit plan assets
Present value of net obligations
Asset ceiling items
Defined benefit plans included under non-current assets
Recognised liability for defined benefit obligations
Other long-term employee benefits
2022
177
7,745
7,922
(7,569)
353
129
28
510
58
568
2021
169
10,013
10,182
(9,680)
502
101
6
609
59
668
The vast majority of benefit payments are from pension funds that are held in trusts (or equivalent), however, there is a
small portion where HEINEKEN fulfils the benefit payment obligation as it falls due. Plan assets held in trusts are
governed by Trustee Boards composed of HEINEKEN representatives and independent and/or member representation,
in accordance with local regulations and practice in each country. The relationship and division of responsibility between
HEINEKEN and the Trustee Board (or equivalent) including investment decisions and contribution schedules are carried
out in accordance with the plan's regulations.
The defined benefit pension plans in the Netherlands (NL) and the United Kingdom (UK) represent the majority of the
total defined benefit plan assets and the present value of the defined benefit obligations.
In millions of €
Total present value of
defined benefit obligations
Fair value of defined benefit
plan assets
Present value of net
obligations
2022
UK
2021
UK
2022
NL
2021
NL
2022
Other
2021
Other
2022
Total
2021
Total
2,641
4,288
4,120
4,562
1,161
1,332
7,922
10,182
(2,557)
(4,137)
(4,055)
(4,523)
(957)
(1,020)
(7,569)
(9,680)
84
151
65
39
204
312
353
502
Defined benefit plan in the Netherlands
HEINEKEN provides employees in the Netherlands with an average pay pension plan based on earnings up to the legal
tax limit. Indexation of accrued benefits is conditional on the funded status of the pension fund. HEINEKEN pays
contributions to the fund up to a maximum level agreed with the Board of the pension fund and has no obligation to
make additional contributions in case of a funding deficit.
During 2022, the coverage ratio of the Dutch pension fund improved significantly. Rising interest rates lowered the fund’s
net defined benefit obligations given its relatively low interest hedging policy. The fund’s financial position allowed for
pension indexation in 2022. In July 2022, the Board of the pension fund decided to provide an annual discretionary
indexation of accrued benefits of 3.42% to all its members. In December 2022, the Board of the pension fund decided to
provide an annual discretionary indexation of accrued benefits at 1 January 2023 of 14.33%.
In 2022, the decrease in the fair value of defined benefit plan assets is mainly due to a decrease in the value of bonds,
interest rate swaps, mortgages and equity instruments. The lower defined benefit obligation is mainly due to a higher
discount rate assumption, partially offset by a higher indexation assumption. HEINEKEN’s cash contribution to the Dutch
pension plan was at the maximum level. The same level will apply in 2023.
Defined benefit plan in the United Kingdom
HEINEKEN’s UK plan (Scottish & Newcastle pension plan 'SNPP') was closed to future accrual in 2011 and the liabilities
thus relate to past service before plan closure. Based on the triennial review finalised in early 2019, HEINEKEN has
renewed the funding plan (until 31 May 2023) including an annual deficit reduction contribution of GBP39.2 million in
2018, thereafter increasing with GBP1.7 million per year. At the end of 2018, an agreement (the 'Funding Agreement')
was reached with the UK pension fund Trustees on a more conservative longer-term funding and investment approach
towards 2030. This agreement has been formalised during 2019 and signed in early 2020, which leads to a gradual
decrease in investment risk. The current schedule of deficit recovery payments until May 2023 will remain in place. As of
June 2023, deficit recovery payments will stop. Going forward recovery payments will be conditional on the funding
position of the pension fund and capped on the current contribution level.
In 2022, the decrease in the fair value of defined benefit plan assets is mainly due to the lower value of debt
investments, as a result of an increase in interest rates. The increase in interest rates lowered not only the plan assets, but
also the plan liabilities. As the fund is closed to future accrual, the strategic asset allocation is more conservative with high
interest and inflation hedging levels.
Defined benefit plans in other countries
In a few other countries, HEINEKEN offers defined benefit plans, which are individually not significant to HEINEKEN. The
majority of these plans are closed for new participants.
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Notes to the Consolidated Financial Statements
Movement in net defined benefit obligation
The movement in the net defined benefit obligation during the year is as follows:
Present value of
defined benefit obligations
Fair value of defined
benefit plan assets
Present value
of net obligations
Note
2022
2021
2022
2021
10,182
9,590
(9,680)
(8,757)
In millions of €
Balance as at 1 January
Included in profit or loss
Current service cost
Past service cost/(credit)
Administration expense
Expense recognised in personnel expenses
Interest expense/(income)
Included in OCI
Remeasurement loss/(gain):
Actuarial loss/(gain) arising from
Demographic assumptions
Financial assumptions
Experience adjustments
Return on plan assets excluding interest income1
Effect of movements in exchange rates
Other
Changes in consolidation and reclassification
Contributions paid:
By the employer
By the plan participants
Benefits paid
Settlements
Balance as at 31 December
1 The total OCI impact for the current year also included movement resulting from asset ceiling increase between 2021 and 2022.
2022
502
112
(2)
5
115
14
129
47
(2,714)
550
2,011
(2)
(108)
2021
833
106
(9)
5
102
14
116
67
346
13
(726)
21
(279)
—
—
5
5
(198)
(193)
—
—
—
2,011
112
—
—
5
5
(93)
(88)
—
—
—
(726)
(288)
2,123
(1,014)
(7)
(10)
(6)
2
(164)
(25)
377
—
181
(165)
(24)
378
—
179
(164)
(165)
—
—
—
(170)
353
—
—
(5)
(168)
502
10,182
(7,569)
(9,680)
6.4
11.1
12.3
112
(2)
—
110
212
322
47
(2,714)
550
—
(114)
(2,231)
1
—
25
(377)
—
(351)
7,922
106
(9)
—
97
107
204
67
346
13
—
309
735
12
—
24
(378)
(5)
(347)
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Notes to the Consolidated Financial Statements
Defined benefit plan assets
Risks associated with defined benefit plans
In millions of €
Equity instruments:
Europe
Northern America
Japan
Asia other
Other
Debt instruments:
Quoted
Unquoted
316
847
118
160
92
—
—
—
—
145
2022
Total
316
847
118
160
237
Quoted
Unquoted
462
1,218
135
254
89
—
—
—
—
156
2021
Total
462
1,218
135
254
245
1,533
145
1,678
2,158
156
2,314
Bonds – investment grade
Bonds – non-investment grade
3,744
228
1,125
361
4,869
589
5,631
526
817
294
6,448
820
3,972
1,486
5,458
6,157
1,111
7,268
Derivatives
Properties and real estate
Cash and cash equivalents
Investment funds
Other plan assets
41
249
362
25
94
771
(1,296)
(1,255)
659
34
351
(86)
(338)
908
396
376
8
433
38
326
179
12
114
669
(1,474)
(1,436)
615
78
264
(54)
(571)
941
257
276
60
98
Balance as at 31 December
6,276
1,293
7,569
8,984
696
9,680
The HEINEKEN pension funds monitor the mix of debt and equity securities in their investment portfolios based on
market expectations. Material investments within the portfolio are managed on an individual basis. Through its defined
benefit pension plans, HEINEKEN is exposed to several risks, the most significant are detailed below.
Asset volatility
The plan liabilities are calculated using a discount rate set with reference to AA corporate bond yields. If the return on the
plan assets is less than the return on the liabilities implied by this assumption, this will create a deficit. The plan in the
Netherlands holds a significant proportion of equities, which are expected to outperform corporate bonds in the long
term while providing volatility and risk in the short term.
In the Netherlands, an Asset-Liability Matching (ALM) study is performed at least on a triennial basis, the last ALM study
was performed in 2021. The ALM study is the basis for the strategic investment policies and the (long-term) strategic
investment mix. As at 31 December 2022, the strategic asset mix comprises 33.5% of plan assets in equity securities,
25% in bonds and swaps, 18% in alternative investments, 11% in mortgage and 12.5% in real estate.
In the UK, an actuarial valuation is performed at least on a triennial basis. The valuation is the basis for the funding plan,
strategic investment policies and the (long-term) strategic investment mix. The valuation was performed in 2021. As at
31 December 2022, the strategic mix of assets comprises 30% of plan assets in liability-driven investments, 26.5% in
corporate bonds, 15% in higher-yielding credit, 15% in private markets, 7.5% in long lease property and 6% in equities. As
part of the Funding Agreement, the strategic asset mix will evolve between now and 2030 to provide greater certainty of
return, lower volatility and higher cash generation.
Interest rate risk
A decrease in corporate bond yields will increase plan liabilities, although this will be partially offset by an increase in the
value of the plans’ fixed-rate instruments holdings.
In the Netherlands, interest rate risk is managed through fixed-income investments and interest rate swap instruments.
These investments and instruments match the liabilities by 38% as at 31 December 2022 (2021: 24%). In the UK,
interest rate risk is managed through the use of a mixture of fixed income investments and interest rate swap
instruments. These investments and instruments match 96% of the interest rate sensitivity of the total liabilities as
measured on a Gilts +1% liability basis (2021: 96% as measured on the same basis).
Inflation risk
Some of the pension obligations are linked to inflation. Higher inflation will lead to higher liabilities, although in most
cases caps on the level of inflationary increases are in place to protect the plan against extreme inflation. The majority of
the plan assets are either unaffected by or loosely correlated with inflation, meaning that an increase in inflation will
increase the deficit.
HEINEKEN provides employees in the Netherlands with an average pay pension plan, whereby indexation of accrued
benefits is conditional on the funded status of the pension fund. In the UK, inflation risk is partly managed through the
use of a mixture of inflation-linked derivative instruments. These instruments match 96% of the inflation-linked liabilities
as measured on a Gilts +1% liability basis (2021: 96% as measured on the same basis).
Life expectancy
The majority of the plans’ obligations are to provide benefits for the life of the member, so increases in life expectancy will
increase the plans’ liabilities. This is particularly significant in the UK plan, where inflation-linked increases result in higher
sensitivity to changes in life expectancy. In 2015, the Trustee of HEINEKEN UK's pension plan implemented a longevity
hedge to remove the risk of a higher increase in life expectancy than anticipated for the 2015 population of pensioners.
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Notes to the Consolidated Financial Statements
Principal actuarial assumptions as at the balance sheet date
Based on the significance of the Dutch and UK pension plans compared with the other plans, the table below refers to
the major actuarial assumptions for those two plans as at 31 December:
Accounting estimates
In %
Discount rate as at 31 December
Future salary increases
Future pension increases
The Netherlands
UK1
2022
2021
2022
2021
3.8
2.0
2.9
1.1
2.0
1.3
5.0
—
3.1
1.8
—
3.4
To make the actuarial calculations for the defined benefit plans, HEINEKEN needs to make use of assumptions for
discount rates, future pension increases and life expectancy as described in this note. The actuarial calculations are made
by external actuaries based on inputs from observable market data, such as corporate bond returns and yield curves to
determine the discount rates used, mortality tables to determine life expectancy and inflation numbers to determine
future salary and pension growth assumptions.
1 The UK plan is closed for future accrual, leading to certain assumptions being equal to zero.
Accounting policies
For the other defined benefit plans, the following actuarial assumptions apply as at 31 December:
In %
Discount rate as at 31 December
Future salary increases
Future pension increases
Medical cost trend rate
Europe
Americas
2022
2.3-3.9
0.0-3.4
0.0-2.3
—
2021
2022
0.3-1.1
9.4-13.0
0.0-3.1
0.0-2.0
—
0.0-4.5
0.0-3.5
5.1-7.5
2021
8.0-8.2
0.0-4.5
0.0-3.5
5.1-7.0
Assumptions regarding future mortality rates are based on published statistics and mortality tables. For the Netherlands,
the rates are obtained from the ‘AG-Prognosetafel 2022’, fully generational. For the UK, the future mortality rates are
obtained by applying the Continuous Mortality Investigation 2021 projection model.
The weighted average duration of the defined benefit obligation at the end of the reporting period is 16 years
(2021: 18 years).
Except for the reduction in recovery contributions for the UK pension fund, HEINEKEN expects the contributions to be
paid for the defined benefit plans for 2023 to be in line with 2022.
Sensitivity analysis
As at 31 December, changes to one of the relevant actuarial assumptions that are considered reasonably possible,
holding other assumptions constant, would have affected the defined benefit obligation by the following amounts:
Defined contribution plans
A defined-contribution plan is a post-retirement plan for which HEINEKEN pays fixed contributions to a separate entity.
HEINEKEN has no legal or constructive obligation to pay further contributions if the fund does not hold sufficient assets
to pay out employees.
Defined benefit plans
A defined benefit plan is a post-retirement plan that is not a defined contribution plan. Typically, defined benefit plans
define an amount of pension benefit that an employee will receive on retirement, usually dependent on one or more
factors such as age, years of service and compensation.
HEINEKEN’s net obligation in respect of defined benefit pension plans is calculated separately for each plan by
estimating the amount of future benefits that employees have earned in return for their service in the current and prior
periods; those benefits are discounted to determine its present value. The fair value of any defined benefit plan assets is
deducted. The discount rate is the yield at balance sheet date on high quality credit-rated bonds that have maturity
dates approximating to the terms of HEINEKEN’s obligations and are denominated in the same currency in which the
benefits are expected to be paid.
The calculations are performed annually by qualified actuaries using the projected unit credit method. When the
calculation results in a benefit to HEINEKEN, the recognised asset is limited to the present value of economic benefits
available in the form of any future refunds from the plan or reductions in future contributions to the plan. To calculate
the present value of economic benefits, consideration is given to any minimum funding requirements that apply to any
plan in HEINEKEN. An economic benefit is available to HEINEKEN if it is realisable during the life of the plan, or on
settlement of the plan liabilities. When the benefits of a plan are changed, the expense or benefit is recognised
immediately in profit or loss.
Effect in millions of €
Discount rate (0.5% movement)
Future salary growth (0.25% movement)
Future pension growth (0.25% movement)
Medical cost trend rate (0.5% movement)
Life expectancy (1 year)
2022
2021
Increase in
assumption
Decrease in
assumption
Increase in
assumption
Decrease in
assumption
HEINEKEN recognises all actuarial gains and losses arising from defined benefit plans immediately in other
comprehensive income and all expenses related to defined benefit plans in personnel expenses and other net finance
income and expenses in profit or loss.
(551)
8
253
3
629
(8)
(245)
(3)
(876)
33
403
4
318
(317)
484
989
(31)
(407)
(3)
(479)
For changes to a defined benefit plan, which result in a plan amendment or a curtailment or settlement, HEINEKEN
determines the amount of any past service cost, or gain or loss on settlement, by remeasuring the net defined benefit
liability before and after the amendment, using current assumptions and the fair value of plan assets at the time of the
amendment. In case the net defined benefit liability is remeasured to determine the impact of the changes, current
service cost and net interest for the remainder of the year are remeasured using the same assumptions and the same fair
value of plan assets.
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Notes to the Consolidated Financial Statements
9.2 Provisions
Provisions within HEINEKEN mainly relate to restructuring, and claims and litigation that arise in the ordinary course of
business. The outcome depends on future events, which are by nature uncertain.
Accounting estimates
In millions of €
Claims
and
litigation
Note
Taxes
Restruc-
turing
Onerous
contracts
Other
Balance as at 1 January 2022
196
344
234
25
138
Transfers
Provisions made during the year
Provisions used during the year
Provisions reversed during the year
Effect of movements in exchange rates
Unwinding of discounts
10
62
(64)
(75)
12
9
(10)
12
(20)
(61)
12
6
—
91
(77)
(38)
—
—
—
3
(6)
(3)
(1)
—
—
54
2
—
(10)
(177)
(47)
(224)
Balance as at 31 December 2022
150
283
210
18
137
Non-current
Current
131
19
256
27
88
122
6
12
91
46
Total
937
—
222
25
15
798
572
226
Claims and litigation
The provisions for claims and litigation of €150 million (2021: €196 million) mainly relate to civil and labour claims in Brazil.
Taxes
The provisions for taxes of €283 million (2021: €344 million) relate to indirect taxes not within the scope of IAS 12 and
mainly relate to Brazil. Tax legislation in Brazil is highly complex and subject to interpretation, therefore the timing of the
cash outflows for these provisions is uncertain.
Other provisions
Included are, among others, provisions for credit risk on surety and guarantees issued of €50 million (2021: €53 million).
In determining the likelihood and timing of potential cash outflows, HEINEKEN needs to make estimates. For claims,
litigation and tax provisions, HEINEKEN bases its assessment on internal and external legal assistance and established
precedents. For a large restructuring, management assesses the timing of the costs to be incurred, which influences the
classification as current or non-current liabilities.
Accounting policies
A provision is a liability of uncertain timing or amount. A provision is recognised when HEINEKEN has a present legal or
constructive obligation as a result of past events that can be estimated reliably, and it is probable (>50%) that an outflow
of economic benefits will be required to settle the obligation. In the case of accounting for business combinations,
provisions are also recognised when the likelihood is less than probable but more than remote (>5%).
Provisions are measured at the present value of the expenditures expected to be required to settle the obligation, using a
pre-tax rate that reflects the time value of money and the risks specific to the obligation. The increase in the provision
due to the passage of time is recognised as part of net finance expenses.
The impact of climate change is also considered in identifying whether HEINEKEN has a present legal or constructive
obligation related to fines or penalties.
Restructuring
A provision for restructuring is recognised when HEINEKEN has approved a detailed and formal restructuring plan, and
the restructuring has either commenced or has been announced publicly. Future operating losses are not provided for.
The provision includes the benefit commitments in connection with early retirement and redundancy schemes.
Onerous contracts
A provision for onerous contracts is recognised when the expected benefits to be received by HEINEKEN are lower than
the unavoidable cost of meeting its obligations under the contract. The provision is measured at the present value of the
lower of the expected cost of terminating the contract, and the expected net cost of continuing with the contract. Before
a provision is established, HEINEKEN recognises any impairment loss on the assets associated with that contract.
Other provisions
A provision for guarantees is recognised at the time the guarantee is issued (refer to note 9.3 for the total guarantees
outstanding). The provision is initially measured at fair value and subsequently at the higher of the amount determined
in accordance with the expected credit loss model and the amount initially recognised.
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Notes to the Consolidated Financial Statements
9.3 Contingencies
HEINEKEN’s contingencies are mainly in the area of tax, civil cases and guarantees.
Accounting estimates and judgements
Tax
The tax contingencies mainly relate to tax positions in Latin America and include a large number of cases with a risk
assessment lower than probable but possible. Assessing the amount of tax contingencies is highly judgemental, and
the timing of possible outflows is uncertain. The best estimate of tax-related contingent liabilities is €1,489 million (2021:
€1,139 million), out of which €73 million (2021: €77 million) qualifies for indemnification. For several tax contingencies
that were part of acquisitions, an amount of €173 million (2021: €175 million) has been recognised as provisions and
other non-current liabilities in the balance sheet (refer to notes 9.2 and 11.6).
HEINEKEN operates in a high number of jurisdictions and is subject to a wide variety of taxes per jurisdiction. Tax
legislation can be highly complex and subject to interpretation. As a result, HEINEKEN is required to exercise significant
judgement in the recognition of taxes payable and determination of tax contingencies.
Also for the other contingencies including climate change, HEINEKEN is required to exercise judgement to determine
whether the risk of loss is possible but not probable. Contingencies involve inherent uncertainties including, but not
limited to, court rulings, negotiations between affected parties and governmental actions.
Other contingencies
Brazil civil cases
Part of other contingencies relates to civil cases in Brazil. Management's best estimate of the potential financial impact
for these cases is €57 million (2021: €47 million).
Other
Part of other contingencies relate to two follow-on damage cases for a total amount claimed of €478 million, which
arose as a result of the fine imposed by the Greek Competition Commission in 2014 against our subsidiary Athenian
Brewery for alleged abuse of its dominant position. It is not possible to estimate the outcome of these claims with any
degree of certainty for a number of reasons, including but not limited to the fact that (i) Athenian Brewery’s appeal
against the fine imposed by the Greek Competition Commission is pending before the Greek Council of State, (ii) the
question whether the Dutch courts can assume (international) jurisdiction over these claims, insofar they are made
against Athenian Brewery, is pending before the Dutch Supreme Court, and (iii) Athenian Brewery and HEINEKEN have
raised defences against these claims, both on procedural grounds and on the merits. The amount of these potential
liabilities (if any) can therefore not be measured with sufficient reliability. There are no reimbursements applicable for
these cases.
As at 31 December 2022, €37 million (2021: €37 million) of other contingencies related to acquisitions is included in
provisions (refer to note 9.2).
Accounting policies
A contingent liability is a liability of uncertain timing and amount. Contingencies are not recognised in the balance sheet
because the existence can only be confirmed by the occurrence or non-occurrence of one or more uncertain future
events not wholly within the control of HEINEKEN or because the risk of loss is estimated to be possible (>5%) but not
probable (<50%) or because the amount cannot be measured reliably.
10. Acquisitions, disposals and investments
10.1 Acquisitions and disposals of subsidiaries and non-controlling interests
Acquisition and disposals of subsidiaries in 2022
During 2022, there were no significant acquisitions or disposals.
Acquisition of non-controlling interests
In 2022, transactions with non-controlling interests mainly consists of a transaction where HEINEKEN purchased
3,409,660 shares and 95,798 shares of Grupa Żywiec S.A. from Harbin B.V. and other minority shareholders, respectively.
This increased HEINEKEN’s shareholding from 65.16% to 99.28%. The consideration paid for the acquisition of non-
controlling interest in 2022 and the related equity impact are disclosed in the table below:
Guarantees
In millions of €
Total 2022
Less than 1 year
1-5 years
Guarantees to banks for
loans (to third parties)
Other guarantees
Guarantees
345
2,093
50
1,361
2,438
1,411
292
596
888
3
136
139
349
2,025
2,374
Other
Total
More than
5 years
Total 2021
In millions of €
Grupa Żywiec S.A
Consideration
paid
Value on non-
controlling
interest
Equity Impact
350
41
391
14
4
18
336
37
373
Guarantees to banks for loans relate to loans and advances to customers, which are given to external parties in the
ordinary course of business of HEINEKEN. HEINEKEN provides guarantees to the banks to cover the credit risk related to
these loans (refer to note 9.2 for the provision for credit risk on these guarantees).
Other guarantees include a €1.1 billion (2021: €1.1 billion) guarantee issued concerning the offer to acquire Distell Group
Holdings Limited (refer to note 13.2).
Accounting policies
Acquisitions of non-controlling interests are accounted for as transactions with owners in their capacity as owners and
therefore no goodwill is recognised as a result. Adjustments to non-controlling interests arising from transactions that do
not involve the loss of control are based on a proportionate amount of the net assets of the subsidiary.
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10.3 Investments in associates and joint ventures
HEINEKEN has interests in several joint ventures and associates. The total carrying amount of these associates and joint
ventures was €4,296 million as at 31 December 2022 (2021: €4,148 million) and the total share of profit and other
comprehensive income was a profit of €177 million in 2022 (2021: €304 million). The share of profit of associates and
joint ventures includes an impairment loss of €4 million (2021: €10 million, impairment reversal).
The associate CRH (Beer) Limited (‘CBL’) is considered to be individually material. HEINEKEN holds a shareholding of 40%
in CBL as of 29 April 2019. CBL holds a controlling interest of 51.67% in China Resources Beer (Holdings) Co. Ltd.
('CR Beer'), a company incorporated in Hong Kong and listed on the Main Board of The Stock Exchange of Hong Kong
Limited, operating in the beer business in China. Consequently, HEINEKEN has an effective 20.67% economic interest in
CR Beer. Based on the closing share price of HKD54.55 as at 31 December 2022 (2021: HKD63.85), the fair value of this
economic interest in CR Beer amounts to €4,398 million (2021: €4,847 million). The carrying amount of CBL as at
31 December 2022 amounts to €2,908 million (2021: €2,752 million).
Set out below is the summarised financial information of CR Beer, not adjusted for the percentage of ownership held by
HEINEKEN. The financial information has been amended to reflect adjustments made by HEINEKEN when using the
equity method (such as fair value adjustments). Due to a difference in reporting timelines, the financial information is
included with a two-month delay. This means that the financial information included relates to the period November
2021-October 2022. The reconciliation of the summarised financial information to the carrying amount of the effective
interest in CR Beer is also presented.
Notes to the Consolidated Financial Statements
10.2 Assets or disposal groups classified as held for sale
The assets and liabilities below are classified as held for sale for the year ended 31 December 2022:
In millions of €
Current assets
Property, plant and equipment
Intangible assets
Other non-current assets
Assets of disposal group held for sale
Current liabilities
Non-current liabilities
2022
Russia disposal
group
104
129
5
17
255
(150)
(8)
Other
28
32
—
—
60
(23)
—
Total
132
161
5
17
315
(173)
(8)
Liabilities associated with assets classified as
held for sale
(158)
(23)
(181)
2021
Total
10
27
—
—
37
(19)
(1)
(20)
Russia disposal group classified as held for sale
On 28 March 2022, HEINEKEN announced its decision to leave Russia. Efforts to sell the disposal group are continuing
and HEINEKEN expects to reach an agreement in the first half-year of 2023. The disposal group is included in the
reportable segment Africa, Middle East & Eastern Europe (refer to note 6.1).
An impairment loss of €88 million was recognised in relation to the write down of the Russia disposal group classified as
held for sale for the year ended 31 December 2022. The determination of the fair value less cost of disposal amount
involves judgement considering the general uncertainties around Russia.
Accounting estimates and judgements
HEINEKEN classifies assets or disposal groups as held for sale when they are available for immediate sale in their present
condition, are expected to be sold within 1 year, and the sale is highly probable. HEINEKEN should be committed to the
sale and it should be unlikely that the plan to sell will be withdrawn. This might be difficult to demonstrate in practice and
involves judgement.
Accounting policies
Assets or disposal groups comprising assets and liabilities, that are expected to be recovered primarily through sale rather
than through continuing use are classified as held for sale. Immediately before classification as held for sale, the assets,
or components of a disposal group, are measured at the lower of their carrying amount and fair value less cost to sell.
Intangible assets and P,P&E once classified as held for sale are not amortised or depreciated. In addition, equity
accounting of equity-accounted investees ceases once classified as held for sale.
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Notes to the Consolidated Financial Statements
In millions of €
Summarised balance sheet (100%)
Non-current assets
Current assets
Non-current liabilities
Current liabilities
Net assets
Reconciliation to carrying amount
Opening net assets
Profit for the period
Other comprehensive income
Dividends paid
Other
Closing net assets
Company’s share in %
Company’s share
Goodwill
Carrying amount
In millions of €
Summarised income statement (100%)
Revenue
Profit
Other comprehensive income
Total comprehensive income
Dividends received
31 October 2022
31 October 2021
Summarised financial information for equity-accounted joint ventures and associates
The following table includes, in aggregate, the carrying amount and HEINEKEN’s share of profit and OCI of joint ventures
and associates (net of income tax):
In millions of €
Carrying amount of interests
Share of:
Profit from continuing operations
Other comprehensive income
Joint ventures
Associates¹
2022
953
2021
2022
2021
984
3,343
3,164
64
17
113
30
81
143
159
(63)
96
137
24
161
1 Includes the investment in CR Beer, which is considered to be individually material. The other joint ventures and associates are considered to be
individually immaterial.
Accounting policies
Associates are entities in which HEINEKEN has significant influence, but not control or joint control. Significant influence
is generally obtained by ownership of more than 20% but less than 50% of the voting rights. Joint ventures (JVs) are the
arrangements in which HEINEKEN has joint control.
HEINEKEN’s investments in associates and JVs are accounted for using the equity method of accounting, meaning they
are initially recognised at cost. The consolidated financial statements include HEINEKEN’s share of the net profit or loss of
the associates and JVs whereby the result is determined using the accounting policies of HEINEKEN.
When HEINEKEN’s share of losses exceeds the carrying amount of the associate or joint venture, the carrying amount is
reduced to nil and recognition of further losses is discontinued except to the extent that HEINEKEN has an obligation or
has made a payment on behalf of the associate or JV.
8,639
2,291
(1,809)
(2,777)
6,344
8,671
1,822
(1,774)
(2,673)
6,046
6,046
5,384
471
88
(256)
(7)
301
532
(171)
—
6,342
6,046
20.67 %
20.67 %
1,311
1,597
2,908
1,250
1,502
2,752
November 2021
to October 2022
November 2020
to October 2021
5,198
4,360
471
88
559
52
301
532
833
36
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Supervisory Board
Financial
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Annual Report 2022
103
Notes to the Consolidated Financial Statements
11. Financing and capital structure
11.1 Net finance income and expense
Interest expenses are mainly related to interest charges over the outstanding bonds, commercial paper and bank loans
(refer to note 11.3). Other net finance income and expenses comprise dividend income, fair value changes of financial
assets and liabilities measured at fair value, transactional foreign exchange gains and losses (on a net basis), monetary
gain resulting from hyperinflation accounting, unwinding of discount on provisions and interest on the net defined
benefit obligation.
In millions of €
Interest income
Interest expenses
Dividend income from fair value through OCI investments
Net change in fair value of derivatives
Net foreign exchange gain/(loss)1
Net monetary gain arising from hyperinflationary economies
Unwinding discount on provisions
Interest on the net defined benefit obligation
Other
Other net finance income/(expenses)
Note
9.2
9.1
2022
74
(458)
7
67
(121)
94
(15)
(14)
30
48
2021
49
(462)
6
(10)
(78)
—
(13)
(14)
123
14
Net finance income/(expenses)
(336)
(399)
1 Transactional foreign exchange effects of working capital and foreign currency-denominated loans, the latter being partially offset by the net change in fair value
of derivatives.
Interest expenses include the interest component of lease liabilities of €49 million (2021: €58 million). The line other in 2021
mainly includes €96 million of finance income due to the recognition of tax credits in Brazil, refer to note 6.2.
In 2022, a net monetary gain was recognised related to applying hyperinflation accounting in Ethiopia, refer to note 5(c).
Accounting policies
Interest income and expenses are recognised as they accrue, using the effective interest method.
Dividend income is recognised in the income statement on the date that HEINEKEN’s right to receive payment is
established, which is the ex-dividend date in the case of quoted securities.
11.2 Cash and cash equivalents
Cash and cash equivalents comprise cash balances and call deposits. In general bank overdrafts form an integral part of
HEINEKEN’s cash management and are included as a component of cash and cash equivalents in the statement of
cash flows.
In millions of €
Cash and cash equivalents
Bank overdrafts
Cash and cash equivalents in the statement of cash flows
For more information on HEINEKEN's liquidity risk exposure refer to note 11.5.
Note
11.3
2022
2,765
(1,147)
1,618
2021
3,248
(692)
2,556
The following table presents recognised 'Cash and cash equivalents' and 'Bank overdrafts', and the impact of the netting
of gross amounts. The 'Net amount' below refers to the impact on HEINEKEN's balance sheet if all amounts subject to
legal offset rights are netted.
In millions of €
Assets
Net amounts
presented in
the statement
of financial
position
Gross
amounts
Amounts subject
to legal offset
rights
Net amount
2022
Cash and cash equivalents
2,765
2,765
(792)
1,973
Liabilities
Bank overdrafts
Assets
(1,147)
(1,147)
792
(355)
2021
Cash and cash equivalents
3,248
3,248
(412)
2,836
Liabilities
Bank overdrafts
(692)
(692)
412
(280)
HEINEKEN operates in several territories where there is limited availability of foreign currency resulting in restrictions on
remittances. Mainly as a result of these restrictions, ¤418 million (2021: ¤401 million) of cash included in cash and cash
equivalents is restricted for use by the Company, yet available for use in the relevant subsidiary’s day-to-day operations.
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Notes to the Consolidated Financial Statements
Accounting policies
Cash and cash equivalents are initially recognised at fair value and subsequently at amortised cost.
HEINEKEN has cash pooling arrangements with legally enforceable rights to offset cash and overdraft balances. Where
there is an intention to settle on a net basis, cash and overdraft balances relating to the cash pooling arrangements are
reported on a net basis in the statement of financial position.
11.3 Borrowings
HEINEKEN mainly uses bonds, commercial paper and bank loans to ensure sufficient financing to support its operations.
Net interest-bearing debt is the key metric for HEINEKEN to measure its indebtedness.
In millions of €
Note Non-current
Current
Total Non-current
Current
2022
Unsecured bond issues
11,691
1,075
12,766
12,600
905
197
100
—
—
336
114
255
557
1,241
311
355
557
1,147
1,147
850
130
60
—
—
2021
Total
13,535
1,106
767
211
562
692
935
256
637
151
562
692
12,893
3,484
16,377
13,640
3,233
16,873
(17)
(64)
(2,765)
13,531
33
—
(3,248)
13,658
Lease liabilities
Bank loans
Other interest-bearing
liabilities
Deposits from third parties1
Bank overdrafts
Total borrowings
Market value of cross-currency
interest rate swaps
Other investments
Cash and cash equivalents
Net interest-bearing debt
position
1 Mainly employee deposits.
11.5
11.2
As at 31 December 2022, €82 million of the €311 million of bank loans is secured (2021: €66 million).
Unsecured
bond issues
Lease
liabilities
Bank loans
Other
interest-
bearing
liabilities
Deposits
from third
parties
Derivatives
used for
financing
activities
Assets and
liabilities
used for
financing
activities
In millions of €
Balance as at
1 January 2022
Consolidation changes
—
27
17
41
13,535
1,106
767
211
562
(60)
33
16,214
—
25
Effect of movements in
exchange rates
Addition of leases
Proceeds
(Re)payments
Interest paid over lease
liability
Other
Balance as at
31 December 2022
In millions of €
Balance as at
1 January 2021
Consolidation changes
Effect of movements in
exchange rates
Addition of leases
Proceeds
(Re)payments
Interest paid over lease
liability
Other
Balance as at
31 December 2021
208
—
—
35
428
—
(7)
(31)
—
332
—
258
4
—
54
(987)
(305)
(882)
(45)
(3)
—
10
(49)
(1)
—
84
—
(79)
—
—
(50)
—
—
—
—
—
159
428
644
(2,222)
(49)
14
12,766
1,241
311
355
557
(17)
15,213
Unsecured
bond issues
Lease
liabilities
Bank loans
Other
interest-
bearing
liabilities
Deposits
from third
parties
Derivatives
used for
financing
activities
Assets and
liabilities
used for
financing
activities
14,442
1,199
412
1,047
615
14
17,729
—
286
—
—
4
34
265
—
30
1
—
—
10
—
589
983
(1,203)
(298)
(266)
(1,818)
—
10
(57)
(41)
—
1
—
(11)
—
4
—
(1)
(64)
—
8
—
26
—
—
34
361
265
1,571
(7)
(3,656)
—
—
(57)
(33)
13,535
1,106
767
211
562
33
16,214
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Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
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Annual Report 2022
105
Notes to the Consolidated Financial Statements
Changes in borrowings
In 2022, the decrease in borrowings is mainly due to the repayment of bonds and bank loans, which exceeds the
proceeds from bank loans and other interest-bearing liabilities incurred.
Cash flows from financing activities are mainly generated by bonds, commercial paper, bank loans and other interest-
bearing liabilities presented above. Additionally, HEINEKEN also uses derivatives related to its financing, which can be
recognised as assets or liabilities. The above table details the reconciliation of the liabilities and assets arising from
financing activities to the cash flow from financing activities. Bank overdrafts form an integral part of HEINEKEN’s cash
management and are included as a component of cash and cash equivalents in the statement of cash flows. For more
information on derivatives refer to note 11.6.
The average effective interest rate on the net debt position as at 31 December 2022 was 2.8% (2021: 2.7%). The
average maturity of the bonds as at 31 December 2022 was 7 years (2021: 8 years).
Centrally available financing headroom
The centrally available financing headroom at Group level was approximately €3.6 billion as at 31 December 2022
(2021: €4.6 billion) and consisted of the undrawn revolving credit facility and centrally available cash.
Accounting estimates and judgements
Judgement is required to determine the lease term and the incremental borrowing rate. The assessment of whether
HEINEKEN is reasonably certain to exercise extension options or not to make use of termination options impacts the
lease term, which as a result could affect the amount of lease liabilities recognised. The assumptions used in the
determination of the incremental borrowing rate could impact the rate used in discounting future payments, which as a
result could have an impact on the amount of lease liabilities recognised.
Accounting policies
Borrowings
Borrowings are initially measured at fair value less transaction costs. Subsequently, the borrowings are measured at
amortised cost using the effective interest rate method. Borrowings included in a fair value hedge are stated at fair value
in respect of the risk being hedged.
Borrowings for which HEINEKEN has an unconditional right to defer settlement of the liability for at least 12 months
after the balance sheet date are classified as non-current liabilities. For the accounting policy on cash and cash
equivalents and derivatives refer to notes 11.2 and 11.6, respectively.
Lease liabilities
Lease liabilities are measured at the present value of the lease payments to be paid during the lease term, discounted
using the incremental borrowing rate. Lease liabilities are subsequently increased by the interest cost on the lease
liabilities and decreased by lease payments made. The lease liabilities will be remeasured when there is a change in the
amount to be paid (e.g. due to indexation) or when there is a change in the assessment of the lease terms.
The IBR is determined on a country level. For each country, there are separate rates depending on the contract currency
and the term of the lease. The IBR is calculated based on the local risk-free rate plus a country default spread and a credit
spread.
The lease term is determined as the non-cancellable period of a lease, together with:
– Periods covered by a unilateral option to extend the lease if HEINEKEN is reasonably certain to make use of that option
– Periods covered by an option to terminate the lease if HEINEKEN is reasonably certain not to make use of that option
HEINEKEN applies the following practical expedients for the recognition of leases:
– Apply a single discount rate per country to a portfolio of leases with reasonably similar characteristics
– Include non-lease components in the lease liability for equipment leases
11.4 Capital and reserves
Share capital
Refer to the table below for the issued share capital as at 31 December. All issued shares are fully paid.
Share capital
1 January
Changes
31 December
2022
Nominal value
in millions of €
2021
Nominal value in
millions of €
Shares of €1.60
Shares of €1.60
576,002,613
922 576,002,613
—
—
—
576,002,613
922 576,002,613
922
—
922
The Company’s authorised capital amounts to €2,500 million, consisting of 1,562,500,000 shares.
The shareholders are entitled to receive dividends as declared from time to time and are entitled to one vote per share at
shareholder meetings of the Company. In respect of the treasury shares that are held by HEINEKEN, rights are suspended.
Share premium
As at 31 December 2022, the share premium amounted to €2,701 million (2021: €2,701 million).
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Notes to the Consolidated Financial Statements
Translation reserve
The translation reserve comprises foreign currency differences arising from the translation of the assets and liabilities of
foreign operations of HEINEKEN (excluding amounts attributable to non-controlling interests) as well as value changes of
the hedging instruments in the net investment hedges. HEINEKEN considers this a legal reserve.
Hedging reserve
This reserve comprises the effective portion of the cumulative net change in the fair value of cash flow hedging
instruments where the hedged transaction has not yet occurred. HEINEKEN considers this a legal reserve.
Fair value reserve
This reserve comprises the cumulative net change in the fair value of FVOCI equity investments. HEINEKEN transfers
amounts from this reserve to retained earnings when the relevant equity securities are derecognised. HEINEKEN
considers this a legal reserve.
Other legal reserves
These reserves relate to the share of profit of joint ventures and associates over the distribution of which HEINEKEN does
not have control. The movement in these reserves reflects the share of profit of joint ventures and associates minus
dividends received. For retained earnings of subsidiaries that cannot be freely distributed due to legal or other restrictions,
a legal reserve is recognised. Furthermore, part of the reserve comprises a legal reserve for capitalised development costs.
Reserve for own shares
The reserve for own shares comprises the treasury shares held by HEINEKEN. Refer to the table below with the changes
in 2022.
After the balance sheet date, the Executive Board proposed the following appropriation of profit. The dividends, taking
into account the interim dividends declared and paid, have not been provided for.
In millions of €
Dividend per qualifying share €1.73 (2021: €1.24)
Addition to retained earnings
Net profit
2022
995
1,687
2,682
2021
714
2,610
3,324
Non-controlling interests
The non-controlling interests (NCI) relate to minority stakes held by third parties in HEINEKEN consolidated subsidiaries.
The total NCI as at 31 December 2022 amounted to €2,369 million (2021: €2,344 million), refer to note 10.1 for more
information.
Capital management
There were no major changes in HEINEKEN’s approach to capital management during the year. The Executive Board’s
policy is to maintain a strong capital base to maintain investor, creditor and market confidence and to sustain future
development of the business and acquisitions.
HEINEKEN is not subject to externally imposed capital requirements other than the legal reserves. Shares are purchased
from time to time to meet the requirements of the share-based payment awards, as further explained in note 6.5.
Reserve for own shares
1 January 2022
Changes
31 December 2022
Dividends
The following dividends were declared and paid by HEINEKEN:
Number of
shares
408,052
276,349
684,401
Accounting policies
Shares are classified as equity. When share capital recognised as equity is repurchased, the amount of the consideration
paid, which includes directly attributable costs, is net of any tax effects recognised as a deduction from equity.
Repurchased shares recorded at purchase price are classified as treasury shares and are presented in the reserve for own
shares.
When treasury shares are sold or reissued subsequently, the amount received is recognised as an increase in equity, and
the resulting surplus or deficit on the transaction is transferred to or from retained earnings.
Dividends are recognised as a liability in the period in which they are declared.
In millions of €
Final dividend previous year €0.96, respectively €0.70 per qualifying share
Interim dividend current year €0.50, respectively €0.28 per qualifying share
Total dividend declared and paid
2022
552
288
840
2021
403
161
564
For 2022, a payment of a total cash dividend of €1.73 per share (2021: €1.24) will be proposed at the AGM on 20 April
2023. If approved, the final dividend of €1.23 will be paid on 2 May 2023, as an interim dividend of €0.50 per share was
paid on 11 August 2022. The payment will be subject to a 15% Dutch withholding tax.
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Notes to the Consolidated Financial Statements
11.5 Credit, liquidity and market risk
This note summarises the financial risks that HEINEKEN is exposed to, and HEINEKEN’s policies and processes that are in
place for managing these risks. For more information on derivatives used in managing risk refer to note 11.6.
Risk management framework
The Executive Board sets rules and monitors the adequacy of HEINEKEN’s risk management and control systems. These
systems are regularly reviewed to reflect changes in market conditions and HEINEKEN’s activities.
Managing the financial risks and financial resources includes the use of derivatives, primarily spot and forward exchange
contracts, options and interest rate swaps. It is HEINEKEN's policy not to enter into speculative transactions.
In the normal course of business HEINEKEN is exposed to the following financial risks:
– Credit risk
– Liquidity risk
– Market risk
Credit risk
Credit risk is the risk of a loss to HEINEKEN when a customer or counterparty fails to pay.
All local operations are required to comply with the Global Credit Policy and develop local credit management procedures
accordingly. HEINEKEN reviews and updates the Global Credit Policy periodically to ensure that adequate controls are in
place to mitigate credit risk.
Credit risk arises mainly from HEINEKEN’s receivables from customers like trade receivables, loans to customers and
advances to customers. At the balance sheet date, there were no significant concentrations of credit risk.
Loans and advances to customers
HEINEKEN’s loans and receivables include loans and advances to customers. Loans and advances to customers are
usually backed by collateral such as properties. HEINEKEN charges interest on loans to its customers.
Trade and other receivables
HEINEKEN’s local management has credit policies in place and the exposure to credit risk is monitored on an ongoing
basis. Under these policies, all customers requiring credit above a certain amount are reviewed and new customers are
analysed individually for creditworthiness before HEINEKEN’s standard payment and delivery terms and conditions are
offered. This review can include external ratings, where available, and in some cases bank references. Credit limits are
determined for each customer and are reviewed regularly. Customers that fail to meet HEINEKEN’s credit requirements
transact only with HEINEKEN on either a prepayment or cash on delivery basis.
Customers are monitored, on a country basis, according to their credit risk characteristics. A distinction is made between
individuals and legal entities, type of distribution channel, geographic location, ageing profile, maturity and existence of
previous financial difficulties.
HEINEKEN has a policy in place in respect of compliance with Anti-Money Laundering Laws. HEINEKEN considers it
important to know with whom business is done and from whom payments are received.
Allowances
HEINEKEN establishes allowances for impairment of loans and advances to customers, trade and other receivables using
an expected credit losses model. These allowances cover specific loss components that relate to individual exposures, and
a collective loss component established for groups of similar customers. The collective loss allowance is determined based
on historical data of payment statistics and updated periodically to incorporate forward-looking information.
The loans and advances to customers, trade and other receivables are written off when there is no reasonable
expectation of recovery.
Due to the macro-economic environment and uncertainties including increasing inflationary pressure on HEINEKEN’s
customers, more judgement is required in the calculation of expected credit losses compared to previous years. As part of
these assessments, HEINEKEN has incorporated all reasonable and supportable information available such as whether
there has been a breach of payment terms or deterioration of payment against payment terms, a request for extended
payment terms or a request for waived payment terms.
Investments
HEINEKEN invests centrally available cash balances in deposits and liquid investments with various counterparties that
have strong credit ratings. HEINEKEN actively monitors these credit ratings.
Guarantees
HEINEKEN’s policy is to avoid issuing guarantees unless this leads to substantial benefits for HEINEKEN. For some loans
to customers HEINEKEN does issue guarantees. In these cases, HEINEKEN aims to receive security from the customer to
limit the credit risk exposure.
Heineken N.V. has issued a joint and several liability statements to the provisions of Section 403, Part 9, Book 2 of the
Dutch Civil Code with respect to legal entities established in the Netherlands. Refer to note A.1 of the Company financial
statements.
Exposure to credit risk
The maximum exposure to credit risk as at 31 December is as follows:
In millions of €
Cash and cash equivalents
Trade and other receivables, excluding prepayments
Derivative assets
Fair value through OCI investments
Loans and advances to customers
Other non-current receivables
Guarantees to banks for loans (to third parties)
Note
11.2
7.2
11.6
8.4
8.3
8.4
9.3
2022
2,765
4,006
126
76
216
321
345
2021
3,248
3,254
102
14
209
299
349
7,855
7,475
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Annual Report 2022
108
Notes to the Consolidated Financial Statements
The exposure to credit risk by segment for trade and other receivables excluding prepayments is as follows:
Liquidity risk
Liquidity risk is the risk that HEINEKEN will have difficulties meeting payment obligations associated with its financial
liabilities, like payment of financial debt or trade payables when they are due. HEINEKEN’s approach to managing
liquidity is to ensure, as far as possible, that it will always have sufficient funds to meet its liabilities when due without
incurring unacceptable losses. We have strict credit policies in place, which help safeguard liquidity especially in macro-
economic downturn.
HEINEKEN remains focused on ensuring sufficient access to capital markets to finance long-term growth and to
refinance maturing debt obligations. HEINEKEN seeks to align the maturity profile of its long-term debts with its
forecasted cash flow generation. More information about borrowing facilities is presented in note 11.3. Furthermore,
strong cost and cash management, as well as controls over investment proposals, are in place.
Contractual maturities
The following table presents an overview of the expected timing of cash-out and inflows of non-derivative financial
liabilities and derivative financial assets and liabilities, including interest payments.
In millions of €
Financial liabilities
Interest-bearing liabilities
Lease liabilities
Trade and other payables and returnable packaging
deposits (excluding interest payable, dividends and
including non-current part)
Derivative financial assets and (liabilities)
Cross-currency interest rate swaps
Forward exchange contracts
Commodity derivatives
Other derivatives
Total
Financial liabilities
Interest-bearing liabilities
Lease liabilities
Trade and other payables and returnable packaging
deposits (excluding interest payable, dividends and
including non-current part)
Derivative financial assets and (liabilities)
Cross-currency interest rate swaps
Forward exchange contracts
Commodity derivatives
Other derivatives
Total
Carrying
amount
Contractual
cash flows
Less than
1 year
1-5 years
2022
More than
5 years
(15,135)
(17,749)
(3,524)
(5,815)
(8,410)
(1,241)
(1,682)
(376)
(670)
(636)
(9,639)
(9,639)
(9,596)
(40)
(3)
17
24
(79)
36
(31)
(23)
(82)
74
(6)
(25)
(75)
9
(19)
2
(7)
35
(6)
—
—
30
(26,017)
(29,132)
(13,593)
(6,514)
(9,025)
2021
(15,766)
(18,584)
(3,293)
(5,766)
(9,525)
(1,106)
(1,554)
(293)
(632)
(629)
(8,036)
(8,036)
(7,978)
(37)
(21)
(33)
(13)
64
1
(98)
(36)
64
21
6
(34)
62
—
(45)
(2)
2
7
(59)
—
—
14
(24,889)
(28,223)
(11,530)
(6,473)
(10,220)
For more information on the derivative assets and liabilities refer to note 11.6.
In millions of €Exposure to credit risk 1,6651,2851,253959365358522415201238EuropeAmericasAfrica, Middle East & Eastern EuropeAsia PacificHead Office & Other/eliminations2022202101,0002,0003,0004,0005,000
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Annual Report 2022
109
Notes to the Consolidated Financial Statements
Market risk
Market risk is the risk that changes in market prices, such as foreign exchange rates, interest rates, commodity prices and
equity prices, will adversely affect HEINEKEN’s income or the value of its financial instruments. In 2022, we witnessed
increased volatility in financial and commodity markets. The objective of HEINEKEN's market risk management is to
manage and control market risk exposures within acceptable boundaries.
HEINEKEN enters into derivatives and other financial liabilities to manage market risks. Generally, HEINEKEN seeks to
apply hedge accounting or establish natural hedges to minimise the impact of market risks in profit or loss. Foreign
currency, interest rate and commodity hedging operations are governed by internal policies and rules.
In respect of other monetary assets and liabilities denominated in currencies other than the functional currencies of
HEINEKEN, HEINEKEN ensures that its net exposure is kept to an acceptable level by buying or selling foreign currencies
at spot rates when necessary to address short-term imbalances.
Exposure to foreign currency risk
Based on notional amounts, HEINEKEN's transactional exposure to the US Dollar and Euro as at 31 December is as
follows. The Euro column relates to transactional exposure to the Euro within subsidiaries which are reporting in other
currencies. The amounts below include intra-HEINEKEN cash flows.
Foreign currency risk
HEINEKEN is exposed to:
– Transactional risk on (future) sales, working capital, (future) purchases, deposits, borrowings and dividends
denominated in a currency other than the respective functional currencies of HEINEKEN entities
In millions
Financial assets
Financial liabilities
– Translational risk, which is the risk resulting from the translation of foreign operations into the reporting currency of
Gross balance sheet exposure
HEINEKEN
The main currencies that give rise to this risk are the US Dollar, Mexican Peso, Brazilian Real, British Pound, Vietnamese
Dong and Euro. In 2022, the transactional foreign exchange risk was hedged in line with the hedging policy to the extent
possible. The resulting transactional impact was slightly negative, whereas the translational impact was positive.
In managing foreign currency risk, HEINEKEN aims to ensure the availability of foreign currencies and to reduce the
impact of short-term fluctuations on earnings. Over the longer term, however, permanent changes in foreign exchange
rates and the availability of foreign currencies, especially in emerging markets, will have an impact on profit.
HEINEKEN hedges up to 90% of its net US Dollar export cash flows on the basis of rolling cash flow forecasts of sales and
purchases. Material cash flows in other foreign currencies are also hedged on the basis of rolling cash flow forecasts. For
this hedging, HEINEKEN mainly uses forward exchange contracts. The majority of the forward exchange contracts have
maturities of less than one year after the balance sheet date.
HEINEKEN has a clear policy on hedging transactional exchange risks. Translation exchange risks are hedged to a limited
extent, as the underlying currency positions are generally considered to be long-term in nature. The result of the hedging
of translation risk, using net investment hedges is recognised in the translation reserve, as can be seen in the consolidated
statement of comprehensive income.
HEINEKEN's policy is to hedge material recognised transactional exposure like trade payables, receivables, borrowings
and declared dividends. For material unrecognised transactional exposures like forecasted sales in foreign currencies,
HEINEKEN hedges the exposure between agreed percentages according to the policy.
It is HEINEKEN’s policy to provide intra-HEINEKEN financing in the functional currency of subsidiaries where possible to
prevent foreign currency exposure on a subsidiary level. The resulting exposure at Group level is hedged by means of
foreign-currency denominated external debts and by forward exchange contracts. Intra-HEINEKEN financing in foreign
currencies is mainly in British Pound, US Dollar and Swiss Franc. In some cases, HEINEKEN elects to treat intra-HEINEKEN
financing with a permanent character as equity and does not hedge the foreign currency exposure.
HEINEKEN has financial liabilities in foreign currencies like US Dollar and British Pound to hedge local operations, which
generate cash flows that have the same or closely correlated functional currencies. The corresponding interest on these
liabilities is also denominated in currencies that match the cash flows generated by the underlying operations of HEINEKEN.
2022
USD
4,106
EUR
213
2021
USD
5,098
EUR
173
(2,730)
(4,480)
(2,186)
(5,457)
(2,517)
(374)
(2,013)
(359)
171
1,258
151
1,208
(2,626)
(2,612)
(2,060)
(2,412)
(4,972)
(1,728)
(3,922)
(1,563)
Estimated forecast sales next year
Estimated forecast purchases next year
Gross exposure
Net notional amounts foreign exchange contracts
426
1,057
325
670
Net exposure
Sensitivity analysis
Equity
Profit/(Loss)
(4,546)
(671)
(3,597)
(893)
(172)
(67)
53
(10)
(139)
(33)
23
(5)
The sensitivity analysis above shows the impact on equity and profit of a 10% strengthening of the US Dollar against the
Euro or, in the case of the Euro, a strengthening of the Euro against all other currencies as at 31 December 2022. This
analysis assumes that all other variables, in particular interest rates, remain constant. In the case of a 10% weakening, the
effects are equal but with an opposite effect.
Interest rate risk
Interest rate risk is the risk that changes in market interest rates affect the fair value or cash flows of a financial
instrument. The most significant interest rate risk for HEINEKEN relates to borrowings (note 11.3).
By managing interest rate risk, HEINEKEN aims to reduce the impact of short-term fluctuations on earnings. Over the
longer term, however, permanent changes in interest rates will have an impact on profit.
HEINEKEN opts for a mix of fixed and variable interest rate financial instruments like bonds, commercial paper and bank
loans, combined with the use of derivative interest rate instruments. Currently, HEINEKEN’s interest rate position is more
weighted towards fixed than floating. Interest rate derivative instruments that can be used are (cross-currency) interest
rate swaps, forward rate agreements, caps and floors.
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Supervisory Board
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Information
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Annual Report 2022
110
Notes to the Consolidated Financial Statements
Interest rate risk – profile
At the reporting date, the interest rate profile of HEINEKEN’s interest-bearing financial instruments is as follows:
In millions of €
Fixed rate instruments
Financial assets
Financial liabilities
Cross-currency interest rate swaps
Variable rate instruments
Financial assets
Financial liabilities
Cross-currency interest rate swaps
2022
2021
171
196
(14,285)
(14,862)
469
441
(13,645)
(14,225)
3,534
(2,010)
3,186
(2,092)
(463)
631
11.6 Derivative financial instruments
HEINEKEN uses derivatives in order to manage market risks. Refer to the table below for the fair value of derivatives
recorded on the balance sheet of HEINEKEN as per reporting date:
In millions of €
Current
Non-current1
Asset
70
56
126
2022
Liability
(119)
(9)
(128)
Asset
96
6
102
2021
Liability
(46)
(37)
(83)
1 Non-current derivative assets and liabilities are part of 'Other non-current assets' (note 8.4) and 'Other non-current liabilities' respectively.
Generally, HEINEKEN seeks to apply hedge accounting or make use of natural hedges in order to minimise profit and loss
or cash flow volatility. Refer to the table below for derivatives that are used in hedge accounting:
(463)
In millions of €
1,061
No hedge accounting - Other
Cash flow hedge - Forwards
Cash flow hedge - Commodity forwards
Fair value hedge - CCIRS
Net investment hedge - CCIRS
Net investment hedge - Forwards
Asset
59
46
2
4
13
2
126
2022
Liability
(6)
(40)
(81)
—
—
(1)
(128)
Asset
6
26
69
—
—
1
102
2021
Liability
(8)
(34)
(5)
(11)
(23)
(2)
(83)
Cash flow hedges
The hedging of future, highly probable forecasted transactions are designated as cash flow hedges. Cash flow hedges
are entered into to cover commodity price risk and transactional foreign exchange risk.
Net investment hedges
HEINEKEN hedges its investments in certain subsidiaries by entering into local currency-denominated borrowings,
forward contracts and cross-currency interest rate swaps, which mitigate the foreign currency translation risk arising from
the subsidiaries net assets. These borrowings, forward contracts and swaps are designated as net investment hedges and
fully effective, as such, there was no ineffectiveness recognised in profit and loss in 2022 (2021: nil). As at 31 December
2022, the fair value of these borrowings was €33 million (2021: €188 million), the market value of forward contracts
was €1 million positive (2021: €1 million negative) and the market value of these swaps was €13 million positive
(2021: €23 million negative).
Cash flow sensitivity analysis for variable rate instruments
A change of 100 basis points in interest rates constantly applied during the reporting period would not have a material
impact on equity and profit or loss.
Commodity price risk
Commodity price risk is the risk that changes in the prices of commodities will affect HEINEKEN’s cost. The objective of
commodity price risk management is to manage and control commodity risk exposures within acceptable parameters,
giving forward guidance of key input costs to allow for business planning. Since the outbreak of COVID-19, commodity
markets have become increasingly volatile, coupled with increasing inflationary pressures, 2022 saw some of the largest
price increases witnessed over the last 20 years. The main commodity exposure relates to the purchase of aluminium
cans, glass bottles, malt and utilities. Commodity price risk is in principle mitigated by negotiating fixed prices in supplier
contracts with various contract durations.
Another method to mitigate commodity price risk is by entering into commodity derivatives. HEINEKEN enters into
commodity derivatives for aluminium hedging and to a certain extent other derivatives for commodities like fuel, corn
and sugar. HEINEKEN does not enter into commodity contracts other than to meet HEINEKEN’s expected usage and
sale requirements.
Sensitivity analysis for aluminium hedges
Despite the increased prices of aluminium, a 10% change in the market price of aluminium would not have a material
impact on equity.
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Annual Report 2022
111
Notes to the Consolidated Financial Statements
Fair value hedges
HEINEKEN has entered into several cross-currency interest rate swaps (CCIRS) which have been designated as fair value
hedges to hedge the foreign exchange rate risk on the principal amount and future interest payments of certain US
Dollar borrowings. The borrowings and the cross-currency interest rate swaps have the same critical terms. The
accumulated gain arising on derivatives as designated hedging instruments in fair value hedges amounts to €3 million as
at 31 December 2022 (2021: €13 million loss). The loss arising on the adjustment for the hedged item attributable to the
hedged risk in a designated fair value hedge accounting relationship also amounts to €3 million as at 31 December 2022
(2021: €13 million gain).
12. Tax
12.1 Income tax expense
Recognised in profit or loss
In millions of €
Current tax expense
Current year
Hedge effectiveness
Hedge effectiveness is determined at the start of the hedge relationship and periodically through a prospective
effectiveness assessment to ensure that an economic relationship exists between the hedged item and the hedging
instrument. This assessment is done qualitatively by comparing the critical terms, and if needed quantitative assessments
are done using hypothetical derivatives. For the current hedges, no hedge ineffectiveness is expected.
Accounting policies
Derivative financial instruments are recognised initially at fair value. Subsequent accounting for derivatives depends on
whether or not the derivatives are designated as hedging instruments in a cash flow, fair value or net investment hedge.
Derivatives with positive fair values are recorded as assets and negative fair values as liabilities. Refer to note 13.1 for fair
value measurements. Virtual power purchase agreements (such as power purchase agreements with a net settlement
mechanism and no physical delivery of energy) are accounted for at fair value and are included as part of derivatives
assets and liabilities.
Cash flow hedge
Changes in the fair value are recognised in other comprehensive income and presented in the hedging reserve within
equity to the extent that the hedge is effective. The ineffective part is recognised as other net finance income/(expense).
When the hedged risk impacts the profit or loss, the amounts previously recognised in other comprehensive income are
recycled through other comprehensive income and transferred to the same item in the profit or loss as the hedged item.
When the hedged risk subsequently results in a non-financial asset or liability (e.g. inventory or P,P&E), the amount
previously recognised in the cash flow hedge reserve is directly included in its carrying amount and does not affect other
comprehensive income.
Fair value hedge
The fair value changes of derivatives used in fair value hedges are recognised in profit or loss.
Net investment hedge
The fair value changes of derivatives used in net investment hedges are recognised in other comprehensive income and
presented within equity in the translation reserve. Any ineffectiveness is recognised in profit or loss.
Under/(over) provided in prior years
Deferred tax expense
Origination and reversal of temporary differences, tax losses and tax credits
De-recognition/(recognition) of deferred tax assets
Effect of changes in tax rates
Under/(over) provided in prior years
Total income tax expense in profit or loss
Reconciliation of the effective tax rate
In millions of €
Profit before income tax
Share of profit of associates and joint ventures
2022
2021
1,056
(12)
1,044
78
(11)
12
8
87
1,131
2022
4,170
(223)
780
42
822
48
(41)
(10)
(20)
(23)
799
2021
4,334
(250)
Profit before income tax excluding share of profit of associates and joint
ventures
3,947
4,084
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Review
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Information
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Annual Report 2022
112
Notes to the Consolidated Financial Statements
Income tax using the Company’s domestic tax rate
Effect of tax rates in foreign jurisdictions
Effect of non-deductible expenses
Effect of tax incentives and exempt income
De-recognition/(recognition) of deferred tax assets
Effect of unrecognised current year losses
Effect of changes in tax rates
Withholding taxes
Under/(over) provided in prior years
Other reconciling items
%
25.8
(0.4)
2.7
(2.6)
(0.3)
2.2
0.3
1.9
(0.1)
(0.8)
2022
1,018
(14)
105
(104)
(11)
86
12
74
(5)
(30)
%
25.0
0.3
1.8
(9.0)
(1.0)
0.6
(0.2)
1.6
0.5
—
2021
1,021
12
73
(369)
(41)
24
(10)
67
22
—
28.7
1,131
19.6
799
The 2022 effective tax rate includes the Russia impairment that is considered non-deductible for tax purposes. Last year’s
effective tax rate was substantially decreased by the tax-exempt revaluation of the previously held equity interest in
United Breweries Limited.
For the income tax impact on items recognised in other comprehensive income and equity, refer to note 12.3.
12.2 Deferred tax assets and liabilities
Recognised deferred tax assets and liabilities
Deferred tax assets and liabilities are attributable to the following items:
In millions of €
Property, plant and equipment
Intangible assets
Investments
Inventories
Borrowings
Post-retirement obligations
Provisions
Other items
Tax losses carried forward
Tax assets/(liabilities)
Set-off of tax
Assets
Liabilities
Net
2022
149
41
56
67
314
203
300
153
348
2021
119
49
34
52
286
225
265
157
466
2022
2021
2022
(837)
(728)
(688)
2021
(609)
(2,052)
(2,002)
(2,011)
(1,953)
(5)
(12)
(2)
(19)
(13)
(5)
(3)
—
(14)
—
51
55
312
184
287
(211)
(190)
—
—
(58)
348
29
49
286
211
265
(33)
466
1,631
1,653
(3,151)
(2,942)
(1,520)
(1,289)
(1,013)
(971)
1,013
971
—
—
Net tax assets/(liabilities)
618
682
(2,138)
(1,971)
(1,520)
(1,289)
Of the total net deferred tax assets of €618 million as at 31 December 2022 (2021: €682 million), €84 million
(2021: €566 million) is recognised in respect of subsidiaries in various countries where there have been losses in the
current or preceding period. Management’s projections support the assumption that it is probable that the results of
future operations will generate sufficient taxable income to utilise these deferred tax assets. This judgement is performed
annually and based on budgets and business plans for the coming years, including planned commercial initiatives.
No deferred tax liability has been recognised in respect of undistributed earnings of subsidiaries, joint ventures and
associates, with an impact of €573 million (2021: €521 million). This is because HEINEKEN is able to control the timing of
the reversal of the temporary differences, and it is probable that such differences will not reverse in the foreseeable future.
Tax losses carried forward
HEINEKEN has tax losses carried forward of €3,802 million as at 31 December 2022 (2021: €3,752 million), out of which
€389 million (2021: €236 million) expires in the following five years, €158 million (2021: €128 million) will expire after
five years and €3,255 million (2021: €3,388 million) can be carried forward indefinitely. Deferred tax assets have not
been recognised in respect of tax losses carried forward of €2,470 million (2021: €1,959 million) as it is not probable that
taxable profit will be available to offset these losses. Out of this €2,470 million (2021: €1,959 million), €276 million
(2021: €198 million) expires in the following five years, €37 million (2021: €10 million) will expire after five years and
€2,157 million (2021: €1,751 million) can be carried forward indefinitely.
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Annual Report 2022
113
Notes to the Consolidated Financial Statements
Movement in deferred tax balances during the year
In millions of €
Property, plant and equipment
Intangible assets
Investments
Inventories
Borrowings
Post-retirement obligations
Provisions
Other items
Tax losses carried forward
Net tax assets/(liabilities)
In millions of €
Property, plant and equipment
Intangible assets
Investments
Inventories
Borrowings
Post-retirement obligations
Provisions
Other items
Tax losses carried forward
Net tax assets/(liabilities)
Hyperinflation
restatement to 1
January 2022
Changes in
consolidation
Hyperinflation
adjustment
Effect of
movements
in foreign
exchange
Recognised in
income
Recognised in
OCI/equity
Transfers
31 December
2022
(1)
(60)
—
(1)
—
—
—
(4)
—
(66)
(9)
—
—
(1)
—
—
—
—
—
(10)
(14)
(3)
3
1
17
—
18
(22)
2
2
(23)
6
18
14
8
(9)
6
(15)
(93)
(88)
—
—
—
—
—
(19)
—
26
(1)
6
22
1
—
(2)
—
1
(2)
(9)
(26)
(15)
(688)
(2,011)
51
54
312
184
287
(57)
348
(1,520)
(1,289)
(60)
Hyperinflation
restatement to 1
January 2021
Changes in
consolidation
Hyperinflation
adjustment
Effect of
movements
in foreign
exchange
Recognised in
income
Recognised in
OCI/equity
Transfers 31 December 2021
(43)
(917)
—
(1)
—
—
10
—
(1)
(952)
—
—
—
—
—
—
—
—
—
—
(16)
(96)
1
1
13
6
5
(5)
7
(84)
(35)
64
(2)
(5)
(6)
(32)
8
(10)
41
23
—
—
—
—
3
(36)
—
(18)
(2)
(53)
4
—
—
—
(2)
(1)
(3)
(1)
—
(3)
(609)
(1,953)
29
49
286
211
265
(33)
466
(1,289)
1 January 2022
(609)
(1,954)
30
48
287
211
265
(33)
466
1 January 2021
(519)
(1,004)
30
54
278
274
245
1
421
(54)
(1)
—
(5)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
(220)
—
Introduction
Report of the
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Financial
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Sustainability
Review
Other
Information
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Annual Report 2022
114
Notes to the Consolidated Financial Statements
Accounting estimates and judgements
The tax legislation in the countries in which HEINEKEN operates is often complex and subject to interpretation. In
determining the current and deferred income tax position, judgement is required. New information may become
available that causes HEINEKEN to change its judgement regarding the adequacy of existing tax liabilities; such changes
to tax liabilities will impact the income tax expense in the period that such a determination is made.
Accounting policies
Income tax comprises current and deferred tax. Current tax is the expected income tax payable or receivable in respect of
taxable income or loss for the year, using tax rates enacted or substantively enacted at the balance sheet date, and any
adjustment to income tax payable in respect of previous years.
Deferred tax is a tax payable or receivable in the future and is recognised in respect of temporary differences between
the carrying amounts of assets and liabilities for financial reporting purposes and their tax bases. Deferred tax is not
recognised on temporary differences related to:
– The initial recognition of assets or liabilities in a transaction that is not a business combination and that affects neither
accounting nor taxable profit or loss
– Investments in subsidiaries, associates and joint ventures to the extent that HEINEKEN is able to control the timing of the
reversal of the temporary differences and it is probable (>50% chance) that they will not reverse in the foreseeable future
– The initial recognition of non-deductible goodwill
The amount of deferred tax provided is based on the expected manner of recovery or settlement of the carrying amount
of assets and liabilities, using tax rates (substantively) enacted, at year-end.
Deferred tax assets are recognised to the extent that it is probable that future taxable profits will be available against
which they can be utilised.
Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets,
and they relate to income taxes levied by the same tax authority on the same taxable entity, or on different taxable
entities which intend either to settle current tax liabilities and assets on a net basis or to realise the assets and settle the
liabilities simultaneously.
Current and deferred tax are recognised in the income statement (refer to note 12.1), except when it relates to a business
combination or for items directly recognised in equity or other comprehensive income (refer to note 12.3).
12.3 Income tax on other comprehensive income and equity
In millions of €
Items that will not be reclassified to
profit or loss:
Remeasurement of post-
retirement obligations1
Net change in fair value through
OCI investments
Items that may be subsequently
reclassified to profit or loss:
2022
Amount
before tax
Amount
net of tax
Amount
before tax
Tax
Tax
2021
Amount
net of tax
85
18
(22)
(3)
63
15
247
(37)
210
16
(7)
9
Currency translation differences
438
(1)
437
1,037
(4)
1,033
Change in fair value of net
investment hedges
Change in fair value of cash
flow hedges
Cash flow hedges reclassified to profit
or loss2
Net change in fair value through
OCI investments
Cost of hedging
Share of other comprehensive income
of associates/joint ventures
Other comprehensive income/(loss)
(62)
(178)
—
36
(62)
(54)
—
(54)
(142)
119
(22)
97
52
(14)
38
(4)
—
(7)
—
(1)
1
(1)
(46)
307
(1)
—
—
(5)
1
—
1
—
(3)
—
(6)
54
(46)
54
302
1,408
(68)
1,340
1 Refer to note 9.1.
2 An amount of €10 million (2021: €14 million) relates to realised hedge results from non-financial assets reported directly in equity.
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Notes to the Consolidated Financial Statements
13. Other
Refer to the table below for detail of the determination of level 3 fair value measurements as at 31 December:
13.1 Fair value
In this note, more information is disclosed regarding the fair value and the different methods of determining fair values.
Financial instruments - hierarchy
The financial instruments included on the HEINEKEN statement of financial position are measured at either fair value or
amortised cost. To measure the fair value, HEINEKEN generally uses external valuations with market inputs. The
measurement of fair value can be subjective in some cases and may be dependent on inputs used in the calculations.
The different valuation methods are referred to as ‘hierarchies’ as described below.
– Level 1 - The fair value is determined using quoted prices (unadjusted) in active markets for identical assets or liabilities.
– Level 2 - The fair value is calculated using inputs other than quoted prices included within level 1 that are observable
for the asset or liability, either directly (that is, as prices) or indirectly (that is, derived from prices).
– Level 3 - The fair value is determined using inputs for the asset or liability that are not based on observable market
In millions of €
Level 3 fair value investments
Balance as at 1 January
Fair value adjustments recognised in other comprehensive income
Fair value adjustments recognised in profit and loss
Balance as at 31 December
2022
2021
102
21
35
158
84
15
3
102
The fair values for the level 3 fair value through OCI investments are based on the financial performance of the
investments and the market multiples of comparable equity securities.
data (unobservable inputs).
Accounting estimates
The following table shows the carrying amounts and fair values of financial assets and liabilities according to their fair
value hierarchy.
In millions of €
Fair value through OCI investments
Non-current derivative assets
Current derivative assets
Total 2022
Total 2021
Non-current derivative liabilities
Borrowings1
Current derivative liabilities
Total 2022
Total 2021
Carrying amount
Fair value
Level 1
Level 2
Level 3
Note
8.4
11.6
11.6
11.6
11.3
11.6
154
56
70
280
237
34
—
—
34
36
(9)
—
(13,077)
(11,397)
(119)
—
(13,205)
(11,397)
—
18
70
88
99
(9)
(479)
(119)
(607)
The different methods applied by HEINEKEN to determine the fair value require the use of estimates.
Investments in equity securities
The fair value of financial assets at fair value through profit or loss and fair value through OCI is determined by reference
to their quoted closing bid price at the reporting date or, if unquoted, determined using an appropriate valuation
technique. These valuation techniques maximise the use of observable market data where available.
Derivative financial instruments
The fair value of derivative financial instruments is based on their listed market price, if available. If a listed market price is
not available, fair value is in general estimated by discounting the difference between the cash flows based on
contractual price and the cash flows based on the current price for the residual maturity of the contract using observable
interest yield curves, basis spread and foreign exchange rates. These calculations are tested for reasonableness by
comparing the outcome of the internal valuation with the valuation received from the counterparty. Fair values include
the instrument’s credit risk and adjustments to take account of the credit risk of the HEINEKEN entity and counterparty
when appropriate.
Non-derivative financial instruments
Fair value, which is determined for disclosure purposes or when fair value hedge accounting is applied, is calculated based
on the present value of future principal and interest cash flows, discounted at the market rate of interest at the reporting
date. Fair values include the instrument’s credit risk and adjustments to take account of the credit risk of the HEINEKEN
entity and counterparty when appropriate.
120
38
—
158
102
—
—
—
—
—
1 Borrowings excluding lease liabilities, deposits, bank overdrafts and other interest-bearing liabilities.
11.3
(14,385)
(14,185)
(1,327)
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Notes to the Consolidated Financial Statements
13.2 Off-balance sheet commitments
The raw materials purchase contracts mainly relate to malt, bottles and cans which are used in the production and sale of
finished products.
13.3 Related parties
Identification of related parties
The following parties are considered to be related to Heineken N.V.:
Total 2022
Less than
1 year
1-5 years
More than
5 years
Total 2021
– Key management personnel: the Executive Board and the Supervisory Board
– Parent company Heineken Holding N.V. and ultimate controlling party Mrs. de Carvalho-Heineken (refer to
In millions of €
Property, plant and equipment ordered
Raw materials purchase contracts
Marketing and merchandising commitments
Other off-balance sheet obligations
538
14,588
505
2,395
523
5,047
346
825
11
8,585
155
772
4
414
'Shareholder Information')
956
12,046
– Associates and Joint ventures of Heineken N.V.
4
798
696
2,493
– Shareholder with significant influence Fomento Económico Mexicano, S.A.B. de C.V. (FEMSA)
– HEINEKEN pension funds (refer to note 9.1)
– Employees of HEINEKEN (refer to note 6.4)
Off-balance sheet obligations
18,026
6,741
9,523
1,762
15,649
Undrawn committed bank facilities
3,970
378
3,592
—
3,962
Key management remuneration
On 15 November 2021, HEINEKEN announced that it intends to acquire control of Distell Group Holdings Limited
(Distell) and Namibia Breweries Limited (NBL). On that date, HEINEKEN has entered into an Implementation Agreement
with Distell, NBL and Ohlthaver & List Group of Companies (O&L), to integrate their respective and relevant businesses in
Southern Africa into one enlarged company. The shareholders of NBL and Distell approved the proposed transaction on
20 December 2021 and 15 February 2022, respectively. Completion of the proposed transaction is conditional on
obtaining anti-trust approval in South Africa. The proposed transaction includes a cash commitment of €1.5 billion of
which €1.1 billion is included in other guarantees (refer to note 9.3) and the remaining €0.4 billion is included in other off-
balance sheet obligations.
Furthermore, other off-balance sheet obligations include energy, distribution and service contracts.
Committed bank facilities are credit facilities on which a commitment fee is paid as compensation for the bank’s
requirement to reserve capital. The bank is legally obliged to provide the facility under the terms and conditions of
the agreement.
Accounting policies
Off-balance sheet commitments are reported on an undiscounted basis.
Raw materials purchase contracts
Raw material purchase contracts include long-term purchase contracts with suppliers in which prices are fixed or will be
agreed upon based upon predefined price formulas.
In millions of €
Executive Board
Supervisory Board
Total
2022
15
2
17
2021
15
1
16
Executive Board
The remuneration of the members of the Executive Board consists of a fixed component and a variable component. The
variable component is made up of a Short-term incentive (STI) and a Long-term incentive (LTI). The STI is based on
financial and operational measures (75%) and on individual leadership measures (25%) as set by the Supervisory Board
at the beginning of the year. Refer to note 6.5 for information related to the LTI component. The separate Remuneration
Report is stated on pages 59-69.
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Notes to the Consolidated Financial Statements
As at 31 December 2022, Mr. R.G.S. van den Brink held 22,221 Company shares and Mr. H.P.J van den Broek held 14,590
Company shares (2021: Mr. R.G.S. van den Brink 4,379 and Mr. H.P.J van den Broek 3,321).
Supervisory Board
The individual members of the Supervisory Board received the following remuneration:
2022
R.G.S. van
den Brink
H.P.J. van
den
Broek
R.G.S. van
den Brink
Total
H.P.J. van
den
Broek1
L.M.
Debroux2
2021
Total
1,250
850
2,100
1,250
In thousands of €
Fixed salary
Short-term incentive
2,940
1,428
4,368
3,168
Matching share entitlement
1,291
627
1,918
1,436
Long-term incentive
3,133
1,347
4,480
2,266
496
897
407
428
283
2,029
—
4,065
—
1,843
1,349
4,043
Extraordinary share award
—
1,385
1,385
—
1,883
—
1,883
Pension contributions
End of service indemnity
Other emoluments
Total
301
157
458
287
117
—
29
—
—
—
29
—
30
—
—
61
708
80
465
708
110
8,944 5,794 14,738 8,437 4,228
2,481 15,146
1 Appointed on 1 June 2021 as CFO and member of the Executive Board.
2 Stepped down as CFO and member of the Executive Board as of 1 May 2021.
The matching share entitlements for each year are based on the performance in that year. The Executive Board members
receive 25% of their STI pay in (investment) shares. In addition, they have the opportunity to indicate before year-end
whether they wish to receive up to another 25% of their STI in (investment) shares. All (investment) shares are restricted for
sale for five calendar years, after which they are matched 1:1 by (matching) shares. For 2022 the Executive Board members
elected to receive additional (investment) shares, hence the ‘Matching share entitlement’ in the table above is based on a
50% investment. The corresponding matching shares vest immediately and as such a fair value of €1.9 million was
recognised in the 2022 income statement. The matching share entitlements are not dividend-bearing during the five-
calendar year holding period of the investment shares. Therefore, the fair value of the matching share entitlements has
been adjusted for missed expected dividends by applying a discount based on the dividend policy and vesting period.
In thousands of €
J.M. Huët
J.A. Fernández Carbajal
M. Das
M.R. de Carvalho
V.C.O.B.J. Navarre1
J.G. Astaburuaga Sanjinés3
P. Mars-Wright
M. Helmes
R.L. Ripley
N.K. Paranjpe2
F.J. Camacho Beltrán4
I.H. Arnold
Total
1 Stepped down on 22 April 2021
2 Appointed on 22 April 2021
3 Stepped down on 21 April 2022
4 Appointed on 21 April 2022
2022
225
166
130
135
—
55
144
133
148
110
100
110
1,456
2021
225
142
130
135
45
122
126
125
125
78
—
110
1,363
Mr. J.M. Huët held 3,719 shares of Heineken Holding N.V. as at 31 December 2022 (2021: 3,719 shares). Mr. M.R. de
Carvalho held 100,008 shares of Heineken N.V. as at 31 December 2022(2021: 100,008 shares). As at 31 December
2022 and 2021, the Supervisory Board members did not hold any of the Company’s bonds or option rights. Mr. M.R. de
Carvalho held 100,008 shares of Heineken Holding N.V. as at 31 December 2022 (2021: 100,008 shares).
Heineken Holding N.V.
In 2022, an amount of €1.6 million (2021: €1.2 million) was paid to Heineken Holding N.V. for management services
for HEINEKEN.
This payment is based on an agreement of 1977 as amended in 2001, providing that Heineken N.V. reimburses
Heineken Holding N.V. for its costs.
Other related party transactions
In millions of €
Sales
Purchases
Accounts receivables
Accounts payables and other liabilities
Associates & Joint Ventures
FEMSA
Total
2022
504
278
142
35
2021
388
235
127
39
2022
2021
2022
2021
711
180
141
95
752
1,215
1,140
166
458
401
137
80
283
130
264
119
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118
Notes to the Consolidated Financial Statements
13.4 HEINEKEN entities
Control of HEINEKEN
The shares of the Company are traded on Euronext Amsterdam, where the Company is included in the main AEX Index.
Heineken Holding N.V. Amsterdam has an interest of 50.005% in the issued capital of the Company and consolidates the
financial information of the Company.
A declaration of joint and several liability pursuant to the provisions of Section 403, Part 9, Book 2, of the Dutch Civil Code
has been issued with respect to legal entities established in the Netherlands. The list of the legal entities for which the
declaration has been issued is disclosed in the Heineken N.V. stand-alone financial statements.
Pursuant to the provisions of Section 357 of the Republic of Ireland Companies Act 2014, the Company irrevocably
guarantees, in respect of the financial year from 1 January 2022 up to and including 31 December 2022, the liabilities
referred to in Schedule 3 of the Republic of Ireland Companies Act 2014 of the wholly-owned subsidiary companies
Heineken Ireland Limited, Heineken Ireland Sales Limited, The West Cork Bottling Company Limited, Western Beverages
Limited, Beamish & Crawford Limited, Comans Beverages Limited and Nash Beverages Limited.
Significant subsidiaries
Set out below are HEINEKEN’s significant subsidiaries at 31 December 2022. The subsidiaries as listed below are held by
the Company and the proportion of ownership interests held equals the proportion of the voting rights held by
HEINEKEN. The disclosed significant subsidiaries represent the largest subsidiaries and represent an approximate total
revenue of €22 billion and total asset value of €33 billion and are structural contributors to the business.
Apart from increasing the shareholding in Grupa Żywiec S.A. (refer to note 10.1), there were no significant changes to the
HEINEKEN structure and ownership interests.
Percentage of ownership
Heineken International B.V.
Heineken Brouwerijen B.V.
Heineken Nederland B.V.
Cuauhtémoc Moctezuma Holding, S.A. de C.V.
Cervejarias Kaiser Brasil S.A.
Bavaria S.A.
Heineken France S.A.S.
Nigerian Breweries Plc.
Heineken USA Inc.
Heineken UK Ltd
Heineken España S.A.
Heineken Italia S.p.A.
Brau Union Österreich AG
Grupa Żywiec S.A.
LLC Heineken Breweries
Heineken Vietnam Brewery Limited Company
SCC - Sociedade Central de Cervejas e Bebidas S.A.
United Breweries Limited
Country of
incorporation
The Netherlands
The Netherlands
The Netherlands
Mexico
Brazil
Brazil
France
Nigeria
United States
United Kingdom
Spain
Italy
Austria
Poland
Russia
Vietnam
Portugal
India
Heineken South Africa (Proprietary) Limited
South Africa
13.5 Subsequent events
No material subsequent events occurred.
2022
100.0
100.0
100.0
100.0
100.0
100.0
100.0
56.7
100.0
100.0
99.8
100.0
100.0
99.3
100.0
60.0
100.0
61.5
82.4
2021
100.0
100.0
100.0
100.0
100.0
100.0
100.0
56.3
100.0
100.0
99.8
100.0
100.0
65.2
100.0
60.0
99.9
61.5
82.4
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Heineken N.V. Income Statement
For the year ended 31 December
In millions of €
Amortisation, depreciation and impairments
Personnel expenses
Total other expenses
Interest income
Interest expenses
Other net finance income/(expenses)
Net finance expenses
Share of profit of participating interests, after income tax
Profit before income tax
Income tax income/(expense)
Profit
2022
—
(17)
(17)
43
(318)
(184)
(459)
3,047
2,571
111
2,682
2021
(2)
(19)
(21)
39
(329)
(266)
(556)
3,769
3,192
132
3,324
For more details on personnel expenses and amortisation, depreciation and impairments, refer to notes 13.3 and 6.6 of
the consolidated financial statements, respectively.
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Heineken N.V. Balance Sheet
Before appropriation of results
For the year ended 31 December
In millions of €
Investments in participating interests
Other investments
Deferred tax assets
Total financial fixed assets
Trade and other receivables
Cash and cash equivalents
Total current assets
Note
2022
2021
In millions of €
A.1
32,363
30,995
Issued capital
Note
13
35
—
52
Share premium
Translation reserve
32,411
31,047
Hedging reserve
79
2
81
Cost of hedging reserve
28
Fair value reserve
140
168
Other legal reserves
Reserve for own shares
Retained earnings
Net profit
Total shareholders’ equity
Borrowings
Other non-current liabilities
Deferred tax liabilities
Total non-current liabilities
Borrowings
Trade and other payables
Total current liabilities
Total liabilities
2022
922
2,701
(3,619)
(47)
(9)
70
1,242
(60)
15,669
2,682
19,551
2021
922
2,701
(4,003)
56
(8)
56
1,128
(37)
13,218
3,324
17,357
A.2
11,687
12,615
5
10
8
—
11,702
12,623
A.2
1,075
164
1,239
12,941
32,492
935
300
1,235
13,858
31,215
Total assets
32,492
31,215
Total shareholders’ equity and liabilities
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Heineken N.V. Shareholders' Equity
In millions of €
Balance as at 1 January 2021
Profit
Other comprehensive income/(loss)
Total comprehensive income/(loss)
Realised hedge results from non-financial assets
Transfer to retained earnings
Dividends to shareholders
Purchase own shares or contributions received from NCI shareholders
Own shares delivered
Share-based payments
Acquisition of non-controlling interests
Changes in consolidation
Balance as at 31 December 2021
In millions of €
Balance as at 1 January 2022
Profit
Other comprehensive income/(loss)
Total comprehensive income/(loss)
Realised hedge results from non-financial assets
Transfer to retained earnings
Dividends to shareholders
Purchase own shares or contributions received from NCI shareholders
Own shares delivered
Share-based payments
Acquisition of non-controlling interests
Hyperinflation impact on participating interest
Changes in consolidation
Balance as at 31 December 2022
Share
capital
922
Share
premium
2,701
Translation
reserve
(4,940)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
935
—
935
—
—
—
—
—
—
—
—
—
2
—
—
—
—
—
—
Hedging
reserve
Cost of
hedging
reserve
Fair value
reserve
28
—
93
93
(65)
—
—
—
—
—
—
—
(2)
—
(6)
(6)
—
—
—
—
—
—
—
—
54
—
9
9
—
(7)
—
—
—
—
—
—
Other legal
reserves
1,171
242
—
242
—
(285)
—
—
—
—
—
—
Reserve for
own shares
(25)
—
—
Retained
earnings
13,687
Net profit/
(loss)
(204)
Shareholders'
equity
13,392
(242)
3,324
207
—
—
(35)
3,324
—
—
—
(14)
2
—
—
—
—
86
(564)
—
(2)
55
(10)
—
—
204
—
—
—
—
—
—
3,324
1,238
4,562
(65)
—
(564)
(14)
—
55
(10)
—
922
2,701
(4,003)
56
(8)
56
1,128
(37)
13,217
3,324
17,356
Share
capital
Share
premium
Translation
reserve
Hedging
reserve
922
—
—
—
2,701
—
(4,003)
—
—
—
384
384
56
—
(103)
(103)
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
—
Cost of
hedging
reserve
Fair value
reserve
Other legal
reserves
Reserve for
own shares
Retained
earnings
Net profit/
(loss)
Shareholders'
equity
(8)
—
(1)
(1)
—
—
—
—
—
—
—
—
—
56
—
14
14
—
—
—
—
—
—
—
—
—
1,128
208
—
208
—
(94)
—
—
—
—
—
—
—
(37)
—
—
—
—
—
—
(43)
20
—
—
—
—
13,217
(208)
3,324
2,682
63
—
(145)
2,682
—
—
3,418
(3,324)
(840)
—
(20)
49
(373)
361
2
—
—
—
—
—
—
—
17,356
2,682
357
3,039
—
—
(840)
(43)
—
49
(373)
361
2
922
2,701
(3,619)
(47)
(9)
70
1,242
(60)
15,669
2,682
19,551
For more details on reserves, refer to note 11.4 of the consolidated financial statements. For more details on share-based payments, refer to note 6.5 of the consolidated financial statements.
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Notes to the Heineken N.V. Financial Statements
Reporting entity
The Company financial statements of Heineken N.V. (the ‘Company’) are included in the consolidated financial
statements of Heineken N.V.
Basis of preparation
The Company financial statements have been prepared in accordance with the provisions of Part 9, Book 2, of the Dutch
Civil Code. The Company uses the option of Article 362.8 of Part 9, Book 2, of the Dutch Civil Code to prepare the
Company financial statements, using the same accounting policies as in the consolidated financial statements.
Valuation is based on recognition and measurement requirements of IFRS as adopted by the EU as explained in the
notes to the consolidated financial statements.
Accounting policies
Shareholders’ equity
The translation reserve and other legal reserves were previously formed under, and are still recognised in accordance with,
the Dutch Civil Code.
A. Company disclosures
A.1 Investments
The below table provides an overview of the movements of the investments during the year:
Balance as at 31 December 2022
23,671
8,692
32,363
In millions of €
Balance as at 1 January 2022
Profit/(loss) of participating interests
Dividend payments by participating interests
Effect of movements in exchange rates
Changes in hedging and fair value adjustments
Actuarial gains
Acquisition of non-controlling interests without a change
in control
Investments/(repayments)
Hyperinflation impact on participating interest
Other movements
Balance as at 1 January 2021
Profit of participating interests
Dividend payments by participating interests
Effect of movements in exchange rates
Changes in hedging and fair value adjustments
Actuarial gains
Acquisition of non-controlling interests without a change
in control
Investments/(repayments)
Other movements
Participating
interests
Loans to
participating
interests
21,089
9,906
Total
30,995
3,047
—
364
(88)
62
(373)
28,631
3,769
—
961
38
208
(10)
—
889
—
—
—
—
—
436
—
—
—
—
(2,103)
(2,017)
—
—
361
12
16,560
12,071
3,047
(889)
364
(88)
62
(373)
86
361
12
3,769
(436)
961
38
208
(10)
—
(1)
Balance as at 31 December 2021
21,089
9,906
30,995
For disclosures of significant direct and indirect participating interests, refer to notes 10.3 and 13.4 of the consolidated
financial statements.
(2,601)
(2,601)
—
(1)
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Notes to the Heineken N.V. Financial Statements
A declaration of joint and several liability pursuant to the provisions of Section 403, Part 9, Book 2, of the Dutch Civil Code has been issued with respect to the following legal entities established in the Netherlands:
Percentage of ownership
Percentage of ownership
Country of
incorporation
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
2022
100 %
100 %
100 %
100 %
100 %
100 %
2021
100 %
100 %
100 %
100 %
100 %
100 %
Roeminck Insurance N.V.
Heineken Belize B.V.
Heineken Netherlands Supply B.V.
Texelse Bierbrouwerij B.V.
Drankenhandel Wauters B.V.
Energie Conversie Maatschappij Bunnik B.V.
1 Entity ceased to exist during 2022 following legal merger
Accounting policies
Investments in other entities are measured on the basis of the equity method. The share of profit of these investments is
the Company's share of the investments' results. Results on transfers of assets and liabilities between the Company and
its participating interests are eliminated.
The Company shall eliminate any expected credit losses on intercompany loans or receivables against the book value of
the intercompany loan or receivable in accordance with Directive 100.107a of the Dutch Accounting Standards Board.
Heineken Nederlands Beheer B.V.
Heineken Group B.V.
Heineken Brouwerijen B.V.
Heineken CEE Investments B.V.
Heineken Nederland B.V.
Heineken International B.V.
Heineken Supply Chain B.V.
Heineken Global Procurement B.V.
Heineken Mexico B.V.
Heineken Beer Systems B.V.1
Amstel Brouwerij B.V.
Vrumona B.V.
B.V. Beleggingsmaatschappij Limba
Brand Bierbrouwerij B.V.
Heineken Asia Pacific B.V.
Distilled Trading International B.V.
Premium Beverages International B.V.
De Brouwketel B.V.
Proseco B.V.
La Tropical Holdings B.V.
Heineken Americas B.V.1
Heineken Export Americas B.V.
Amstel Export Americas B.V.
Heineken Brazil B.V.
B.V. Panden Exploitatie Maatschappij PEM
Heineken Exploitatie Maatschappij B.V.
Hotel De L’Europe B.V.
Hotel De L’Europe Monumenten I B.V.
Hotel De L’Europe Monumenten II B.V.
Beerwulf B.V.
Country of
incorporation
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
The Netherlands
2022
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
n/a
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
n/a
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
2021
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
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Notes to the Heineken N.V. Financial Statements
A.2 Borrowings
The borrowings of the Company comprise the following:
In millions of €
Unsecured bond issues
Derivatives used for financing activities
Total
B. Other
2022
2021
12,762
13,517
(17)
33
12,745
13,550
B.1 Auditor fees
Fees for audit services include the audit of the financial statements of the Company and its subsidiaries. Fees for other
audit services include a review of interim financial statements, sustainability, subsidy and other audits. Fees for tax
services include tax compliance and tax advice. Fees for other non-audit services include agreed-upon procedures and
advisory services. Fees for tax and other non-audit services are related to the network outside the Netherlands and are in
accordance with local independence regulations.
The average effective interest rate on the unsecured bonds as at 31 December 2022 was 2.4% (2021: 2.4%). As at
31 December 2022, €7.0 billion (2021: €8.0 billion) of the outstanding bonds have a maturity longer than five years.
The movement in other net finance income/expense for the year is due to the negative transactional foreign exchange
effects on foreign currency-denominated loans.
In 2022 €11.4 million of fees are recognised in the consolidated financial statements for services provided by Deloitte
Accountants B.V. and its member firms and/or affiliates (2021: €10.6 million). In the overview below, the breakdown per
type of service is provided:
During the year the movements in borrowings were as follows:
In millions of €
2022
2021
2022
2021
Deloitte
Accountants B.V.
Other Deloitte member
firms and affiliates
3.1
0.3
—
3.1
0.2
—
7.6
0.2
0.2
6.9
0.3
0.1
Total
2022
10.7
0.5
0.2
2021
10.0
0.5
0.1
3.4
3.3
8.0
7.3
11.4
10.6
In millions of €
Balance as at 1 January 2022
Effects of movements of exchange rates
Repayments
Other
Balance as at 31 December 2022
Unsecured bond
issues
Commercial
paper
Derivatives used
for financing
activities
13,517
209
(974)
10
12,762
—
—
—
—
—
33
(50)
—
—
Audit of HEINEKEN and its subsidiaries
Other audit services
Other non-audit services
Total
Accounting policies
Total
13,550
159
(974)
10
(17)
12,745
Fees for audit services are included in the other expenses in the consolidated financial statements (refer to note 6.3 of
the consolidated financial statements for more information). These fees are recognised when the service is provided.
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Notes to the Heineken N.V. Financial Statements
B.2 Off-balance sheet commitments
In millions of €
Total 2022
Less than
1 year
1 – 5 years
More than
5 years
Total 2021
Undrawn committed bank facility
3,500
—
3,500
—
3,500
B.4 Other disclosures
Remuneration
Refer to note 13.3 of the consolidated financial statements for the remuneration and incentives of the Executive Board
and Supervisory Board.
Declarations of joint and several liability
2022
2021
Third
parties
HEINEKEN
companies
Third
parties
HEINEKEN
companies
1,100
3,155
1,100
3,001
The legal entities to which the declarations of joint and several liability relate, are listed in note A.1. The declarations
include a conditional guarantee for the deficit of the defined benefit pension plan of HEINEKEN UK (Scottish and
Newcastle pension plan) as calculated in accordance with IAS 19. Through this guarantee, Heineken N.V. is ultimately
liable for the payments, including any potential recovery payments, to the pension plan. Refer to note 9.1 of the
consolidated financial statements for more information. The declaration under third parties relates to a €1.1 billion
guarantee issued by Heineken N.V in relation to the offer to acquire Distell, refer to note 13.2 of the consolidated
financial statements for more information.
Fiscal unity
The Company is part of the fiscal unity of HEINEKEN in the Netherlands. As a result, the Company is liable for the tax
liability of the fiscal unity in the Netherlands.
B.3 Subsequent events
For subsequent events, refer to note 13.5 of the consolidated financial statements.
Employees
In 2022, there was an average of 6 FTE (2021: 6 FTE).
Executive and Supervisory Board statement
The members of the Supervisory Board signed the financial statements in order to comply with their statutory obligation
pursuant to Article 2:101, paragraph 2, of the Dutch Civil Code.
The members of the Executive Board signed the financial statements in order to comply with their statutory obligation
pursuant to Article 2:101, paragraph 2, of the Dutch Civil Code and Article 5:25c, paragraph 2 sub c, of the Financial
Markets Supervision Act.
Amsterdam, 14 February 2023
Executive Board
Van den Brink
Van den Broek
Supervisory Board
Huët
Fernández Carbajal
Das
de Carvalho
Paranjpe
Camacho Beltrán
Mars-Wright
Helmes
Ripley
Arnold
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Raise the bar on sustainability and responsibility
Brew a Better
World 2030
We are building execution and operational momentum to bring our
stepped-up Brew a Better World 2030 ambitions to life. This means
weaving sustainability into the fabric of how we run our business
and the decisions we make, every day.
Achieving our Brew a Better World ambitions will require a number of
shifts – from good progress to next-level ambition, from solid
execution to global learning and sharing, from effective local
partnership working to strategic global partnerships, and from stand-
alone performance tracking to fully integrated performance
management. We have also introduced long-term incentive targets
linked to Brew a Better World progress for all our leaders globally.
None of us have done this before and we are learning together,
sharing experience and collaborating internally, across our operating
companies, and externally with our partners and peers.
Visit our website to discover more about our Brew a Better World strategy,
material issues, contribution to the UN SDGs and benchmarks & ratings
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Brew a Better World 2030 strategy
Our ambitions
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Our impact from Barley to Bar
Inspiring a better world
We brew the joy of true togetherness to inspire a better world. Our Brew a Better
World 2030 strategy directly contributes to the UN SDGs and is woven into the
fabric of our balanced growth strategy, EverGreen.
Agriculture
Brewing
Packaging.
Logistics
Customers
Consumers
We use natural ingredients to brew
our beer and make our cider. By
supporting sustainable farming,
we aim to have 100% of our main
ingredients (barley and hops)
sustainably sourced by 2030.
Developing responsible agricultural
supply chains to increase our
volumes of sustainable raw
materials is a key priority for growing
our business and a crucial lever for
reducing our carbon footprint. In
2022, we worked on more than 200
projects of our Low Carbon Farming
Programme around the world.
During 2022, we operated 186
breweries, malteries, cider plants and
other facilities globally. We are on
the path to net zero carbon
emissions in scopes 1 and 2 by 2030
and across our full value chain by
2040. Our water strategy focuses on
working towards healthy watersheds
by combining internal and external
efforts to support water security. All
our production sites are on track to
send zero waste to landfill by 2025.
Our packaging must be distinctive
and visible without burdening the
environment. By investing in design
and innovation, we aim to develop
low carbon and circular solutions.
We work closely with our suppliers to
create and scale efficient and
sustainable packaging, launching
initiatives to reduce the amount of
material in our packs, reuse
packaging waste and increase
returnable packaging.
Every second, our products are on
the move somewhere in the world
on trucks, trains and ships. We aim to
reduce the environmental impacts of
our logistics and lower emissions by
optimising routes, supporting
suppliers to adopt low carbon
technologies, shifting to renewable
energy in our warehouses and using
fuel-efficient transport in distribution.
Our drinks are sold via bars,
restaurants and retailers around the
world. Our Green Cooling programme
has resulted in 100% of newly
purchased fridges meeting low
carbon footprint standards meaning
they emit over 55% less carbon than
those purchased 10 years ago.
By 2030, we aim to have all fridges
used by customers to cool our
beverages to be in one of the Energy
Efficiency Index’s top energy classes.
Brew a Better World means
empowering consumers by
providing choice, transparency and
zero tolerance of the harmful use of
alcohol. Our ambition is to serve 0.0
always, everywhere – ensuring our
consumers around the world have a
choice. Non-alcoholic products play
an increasingly significant role in
our industry-leading messaging
on responsible consumption
and moderation.
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Stakeholder engagement and materiality
Stakeholder engagement
and materiality
We defined our Brew a Better World priorities through open conversations and
engagement with our stakeholders – both internal and external. This ensures we are
addressing the most important issues and those on which we have the greatest
potential impact – both positive and negative. We listen and learn from others and
use our voice, reach and influence to help drive positive change.
Engaging with our stakeholders
Ongoing dialogue is instrumental in shaping our 2030
agenda. It helps us understand the issues, risks and
opportunities that are most relevant to our business
and stakeholders.
We engage with NGOs, academic experts, customers,
investors, government representatives and industry peers
to learn and gather feedback on our strategy, ambitions
and progress. This dialogue is an opportunity to share
experiences and dilemmas and discuss industry trends
and opportunities for innovation and collaboration.
Discussions cover our sustainability performance, overall
agenda and future plans. We zoom in on key issues like
carbon, water, responsible consumption, human rights,
local sourcing and the opportunities and challenges of
doing business in Africa.
In 2022, we engaged with a wide range of stakeholders.
We held ESG meetings with over 20 key investors and
80 investors joined our Capital Markets Event
in December.
We attended COP27 where we joined panels and met with
civil society and government officials. We also participated
in advocacy initiatives through the Alliance for CEO
Climate Leaders, the World Economic Forum, UN Global
Compact, the Water Resilience Coalition, RE100, the
RE-Source Platform and the Dutch Sustainable Growth
Coalition. We held regular meetings with NGOs like Human
Rights Watch, WWF and the Fair Wage Foundation.
We actively engaged with our top suppliers in agriculture,
packaging and cooling to help deliver our Brew a Better
World goals and engaged with customers like Tesco,
Carrefour and Walmart on our carbon footprint.
We collaborated and built on best practices with peer
industries through platforms like Climate Week NYC,
The Climate Pledge, the Consumer Goods Forum, and
the Beverage Industry Environmental Roundtable.
Important themes in 2022
Our stakeholder meetings highlighted a number of
relevant and recurring themes. In the table opposite,
we summarise some of the most common questions we
received from stakeholders in 2022 and our response.
Theme
Carbon emissions
How much will you invest to deliver
ambitious goals such as net zero in all
your breweries?
Biodiversity
What’s HEINEKEN’s view on
biodiversity and its importance on the
ESG agenda?
Inclusion and diversity
How do you ensure that everyone has
a fair access to opportunities within
HEINEKEN?
Responsible consumption
How can an alcohol company be
viewed positively through an ESG lens
given the harm that the abuse of
alcohol causes?
Human rights
Will you leave Russia, given the war
in Ukraine?
Transparency
Are you ready for the new reporting
regulations and requirements, such as
CSRD, EU Taxonomy, ISSB and TCFD?
Our response
We take a long-term view on the investments needed to deliver our Brew a
Better World ambitions. Many of these are positive to margins and will be
funded in the short term by our €2 billion cost-saving programme. More
importantly, the required investment is generally significantly lower than the
cost would be if we do not invest. More detail on the risks can be found in our
TCFD section. We have ring-fenced the CAPEX needed in our strategic and
annual planning processes for carbon and water to ensure these remain
priorities for action within the business.
Biodiversity and the health of ecosystems are closely connected with our
actions to support healthy watersheds, reach net zero emissions across the
value chain and aim for 100% sustainably sourced barley and hops. However,
we realise we need to do more to understand and address biodiversity risks
and opportunities in a more coherent way. We closely monitor developments
and guidance of the Taskforce on Nature related Financial Disclosures
(TNFD) and Science Based Targets for Nature (SBTN). We are developing an
improved accounting approach for land use change and have joined the
Forest, Land and Agriculture (FLAG) consultation group. We are building on
existing programmes that address biodiversity and exploring further
opportunities, including regenerative agriculture.
We believe in fair and equal opportunities for all our employees. We are
working towards equal pay for equal work between female and male
colleagues and are working to achieve gender and cultural balance in our
leadership teams. We are also exploring how to make certain benefits, like a
life and disability insurance, accessible for all employees worldwide,
regardless of their family situation.
We believe that alcohol, when consumed in moderation, can be part of a
well-balanced lifestyle. Our purpose is to brew the joy of true togetherness,
and responsible consumption is key to this. Our 2030 goals are focused on
making moderation cool, addressing the harmful use of alcohol, providing
consumers with a choice (with our growing 0.0 portfolio) and providing the
right information through fully transparent labelling.
We continue to be shocked and saddened by what is happening in Ukraine.
At the end of March 2022, we concluded that HEINEKEN's ownership of the
business in Russia is not sustainable nor viable in the current environment.
As a result, we decided to leave Russia and sell our business. The transfer to a
new owner will be in full compliance with international and local laws. We will
not profit from any sale or transfer of ownership.
We are enhancing our reporting capabilities and approach, including
transitioning non-financial reporting to be a responsibility of the Finance
team. This will increase the rigour of our reporting in alignment with
emerging requirements while ensuring that we focus on the issues that
matter to us. For more information, see the TCFD section and Other climate-
related disclosures.
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Stakeholder engagement and materiality
Materiality assessment
Our materiality matrix
The materiality matrix plots our most material sustainability issues based on their impact on our business and interest to
stakeholders. In line with the upcoming CSRD framework, we are planning to conduct a double materiality exercise in 2023
and will publish an updated matrix in our next report.
We updated our materiality matrix in 2020 as a
foundation for developing our 2030 strategy. The
materiality assessment process enabled us to identify and
prioritise our most material issues, based on the extent to
which they are found to:
– have a significant current or potential impact on our
business or vice versa;
– be of significant interest to our stakeholders; and
– be an issue over which we have a reasonable degree of
control where it comes to our impacts.
We used the outcomes of the assessment to shape our
Brew a Better World strategy and reporting.
Our 2020 materiality assessment process comprised a
number of steps:
ESG benchmarks and disclosure
frameworks
We participate in a selection of benchmarks, ratings and
disclosure frameworks that matter most to our stakeholders.
In 2022, we were included on the CDP ‘A list’ for Climate
Change and scored A- for Water. We were also rated AA in
MSCI’s ESG rating for the third consecutive year, and
according to Sustainalytics HEINEKEN is top-rated among
companies in its industry group.
We support convergence towards universal, comparable
disclosures as discussed in the chapters on TCFD, EU
Taxonomy and the World Economic Forum (WEF)
Stakeholder Capitalism Metrics.
Read more about our performance in the
Benchmarks and Ratings section of our website
How engagement impacts local decisions
Multi-stakeholder engagement influences our local
decision-making as well as global strategy. For example,
the city of Monterrey, Mexico, which also houses our
largest brewery, faced an unexpected drought in 2022.
Although the beer industry uses less than 1% of the water
in Monterrey, the drought impacted the community.
Working together with government, NGOs and other
businesses within the framework of the Monterrey
Metropolitan Water Fund, we mobilised to provide
500,000 litres of drinking water weekly to the most
affected communities in Monterrey. We also supplied
public hospitals and the Red Cross with 7.5 million cans of
drinking water. In addition, we also financed the search
and drilling for a new deep well for public use and
temporarily transferred part of our water rights to the
public utilities.
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Our Brew a Better World 2030 goals and progress
Environmental
Our focus area
Reach net zero
carbon
Maximise
circularity
Towards healthy
watersheds
Our goals and our progress
Our 2022 results
2030
Reach net zero in scope 1 and 2 emissions
Reduction of 18% vs. baseline 2018 in
scope 1 and 2 emissions
2030
Reduce scope 3 emissions
by 21%
2040
Reach net zero across the
value chain
2030
Absolute reduction of 30% emissions across our value
chain (scope 1, 2 and 3)
2030
100% sustainably sourced ingredients (hops, barley)
2025
Zero waste to landfill for all our production sites
2030
Turn waste into value and close material loops
throughout the value chain
Reduction of 0.4% vs. 2018 in scope 3 emissions (2021)
Total absolute reduction of 2% vs. 2018 scope 1, 2 and 3
emissions (2021)
73% sustainably sourced ingredients (hops, barley)
143 out of 186 sites are landfill free
Strategy to be announced in 2023
2030
Fully balance water used in our products in water-stressed areas
29% of water-stressed sites are fully water balanced
2030
Maximise reuse and recycling in water-stressed areas
Water circularity actions started
2030
Reduce average water usage to 2.6 hl/hl
in water-stressed areas and 2.9 hl/hl globally
2023
Treat 100% of wastewater of all breweries
Reduced to 3.0 hl/hl average water usage in water-
stressed areas and 3.3 hl/hl globally
179 of 186 sites have wastewater treatment
Progress towards our goals
Read more about the definitions and the scope
Note: All numbers in Our 2022 results have limited assurance by Deloitte, see page 191 for the Assurance Report.
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Our Brew a Better World 2030 goals and progress
Social
Our focus area
Embrace inclusion
and diversity
A fair and safe
workplace
Positive impact in
our communities
Our goals and our progress
Our 2022 results
2025
Gender balance:
30% women across
senior management
2030
Gender balance:
40% women across
senior management
27% women in senior management
2023
At least 65% of country leadership teams to be regional nationals
2 of 4 regions have at least 65% regional nationals
in leadership teams
2023
100% of management trained in inclusive leadership
16% of management trained in inclusive leadership
2023
Fair wage for employees: close any gaps
100% fair wage assessments across our operating
companies, from which 99.96% of direct employees
earn at least a fair wage
2023
Equal pay for equal work: assessments and action
100% of operating companies went through equal
pay assessments and 100% have action plans in place
2030
Ensure fair living and working standards for
third-party employees and brand promoters
2030
Create leadership capacity to drive zero fatal accidents
and serious injuries
31% of operating companies have been assessed to
ensure fair living and working standards for third-party
employees and brand promoters
80% of people managers completed the Life Saving
Commitments training
2030 (annually)
A social impact initiative in 100% of our markets in scope
100% of our markets in scope had a social
impact initiative
2025
In Africa, increase volume of local sourcing of
agricultural ingredients by 50%
26% increase in volume from locally
sourced agricultural ingredients
Progress towards our goals
Read more about the definitions and the scope
Note: All numbers in Our 2022 results have limited assurance by Deloitte, see page 191 for the Assurance Report.
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Our Brew a Better World 2030 goals and progress
Responsible
Our focus area
Always
a choice
Address
harmful use
Make
moderation
cool
Our goals and our progress
Our 2022 results
2023
A zero alcohol option for two strategic brands available in
majority markets (accounting for 90% of our business)
Markets with a zero alcohol option for at least two
strategic brands represented 46% of our beer and
cider volumes
2023
Clear and transparent consumer information on 100% of
our products in scope by 2023
24% of our products in scope had fully
compliant labels
2030 (annually)
100% of markets in scope have a partnership to
address alcohol-related harm
100% of markets in scope had a partnership to
address alcohol-related harm
2030 (annually)
10% of Heineken® media spend invested in responsible
consumption campaigns, reaching 1 billion consumers
(annual requirement)
Our operating companies invested over 11% of
Heineken® media spend in dedicated responsible
consumption campaigns
Over 1.2 billion unique consumers reached worldwide
Progress towards our goals
Read more about the definitions and the scope
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Reach net zero carbon
emissions
As well as being a global threat to humanity, climate
change impacts our business in a myriad of ways.
HEINEKEN is committed to taking action that will help
limit global warming to 1.5°C and safeguard the planet.
This ambition will shape the way we do business for the
decades to come.
Our strategy is aligned with the sixth report of the
Intergovernmental Panel on Climate Change (IPCC) and
translates ambition into action to reduce emissions and
help restore healthy functioning ecosystems.
In April 2021, we disclosed our Brew a Better World
ambition to aim for net zero carbon emissions across our
entire value chain by 2040. We also set intermediate goals
to reach net zero in scope 1 and 2 and reduce our scope 3
emissions by 21%, by 2030. This means we are aiming
to reduce our emissions across our value chain by 30%
by 2030.
We continuously review our strategies and goals against the
latest science. This includes measuring progress against
verified science-based targets which determine how much
and how quickly we need to reduce emissions to limit global
warming to 1.5°C above pre-industrial levels.
In 2022, we kick started our strategy, setting up a team of
experts and developing robust governance while engaging
with external stakeholders including suppliers, peers and
partners to take collaborative action to drive the low-
carbon transition.
Science Based Targets initiative
We joined the Science Based Targets initiative (SBTi) in
2019 and we have contributed to their Net-Zero Standard
and Forest, Land and Agriculture (FLAG) standard as
technical advisor.
The SBTi has approved our 2030 near-term target to
reach net zero emissions in scope 1 and 2 and reduce our
total emissions (scope 1, 2 and 3) by 30% by 2030. In
2023, we will work to gain validation of our long-term
target to reach net zero emissions across the entire value
chain by 2040.
Read more about our net zero roadmap
Reducing emissions from barley to bar
Our strategy is based on the four Rs: Reduce, Replace,
Remove and Report. We are working to decrease absolute
carbon emissions across the entire value chain – from
barley to bar – with supplier engagement and sustainable
sourcing playing an important role.
Environmental
Acting now to protect
the environment for
the long-term
Our Brew a Better World strategy is built on the
understanding that we can only thrive when our planet is
healthy and thriving. Climate change has already altered
ecosystems and it is negatively impacting agriculture and
people’s health and livelihoods around the world. We
must act now to dramatically reduce the long-term
devastating impacts on our climate, biodiversity, water
and natural resources, with business playing a central role.
We are leaning into our biggest
opportunities and challenges with our
ambition to reach net zero carbon
emissions in our production and across
our entire value chain. Maximising the
circularity of products and processes and
contributing to the health of local
watersheds is central to this mission.
Contributing to the UN SDGs –
Path to net zero impact:
Learn more about our actions in the Environmental
section of our website
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Environmental
We are reducing fossil energy demand by delivering
production efficiencies and process innovations, developing
new capabilities to improve our manufacturing processes
and sharing our capabilities to empower suppliers.
We are replacing the remaining energy used by our
suppliers, breweries and customers as much as possible
with renewable energy. Aligned with the SBTi Net-Zero
Standard, we strive to only compensate for residual carbon
emissions that we have not been able to reduce or replace
as a last resort by investing in verified high-quality
offsetting projects. We are monitoring the voluntary
carbon market and plan to develop a strategy for carbon
compensation in 2023.
We will continue to report transparently on our successes
and challenges on the path to net zero. We are improving
emissions reporting and working closely with the Carbon
Disclosure Project (CDP) and Climate Group’s RE100 to
provide granular data that is consistent, transparent and
understandable to external audiences.
This year, out of nearly 15,000 companies, we are proud
to have earned a place on CDP’s Climate Change A List
for leadership in environmental transparency on
climate change.
Empowering our employees
We are mobilising our employees and educating them
about climate change and the importance of HEINEKEN’s
response to develop the capabilities they need to help
reach our ambitions. Climate upskilling training is designed
to equip people with scientific knowledge, tools and
inspiration with content personalised to make the learning
experience as meaningful as possible. Since its launch,
900 employees have taken up the training and we will
continue to engage with the rest of our employees.
Total carbon footprint 2021
2030 goal
Net zero carbon emissions in
scope 1 and 2
Meeting our goal to reach net zero in scope 1 and 2 by
2030 requires us to optimise our processes, reduce energy
demand and replace fossil fuels with renewable energy
across all our sites. In 2022, we reduced our scope 1 and 2
emissions by 18% vs. 2018 baseline meaning we are on
track for our 2030 goal.
Net zero in production
Emissions from our production sites (breweries, malting
and cider plants) represents 87% of total scope 1 and 2
emissions and the rest of scope 1 and 2 is related to our
own logistics activities and offices.
One of the key actions of our net zero strategy is to reduce
energy consumption in our breweries for both thermal
energy (70%) and electricity (30%).
In 2022, we launched a new programme, called
Integrated Net Zero Production, and established a
cross-functional team of internal experts and external
suppliers to drive progress. The programme started with
30 production sites spanning all regions and will accelerate
to eventually cover all production sites.
To date, we have identified 90 good practices to reduce
electricity and thermal energy consumption. These are
being implemented across our production sites. In Austria,
we piloted an initiative to improve the thermal energy
consumption during the pasteurisation process of our
products, achieving around 17% reduction in energy
consumption. In Poland, we delivered several energy
efficiency projects including a system to recover energy
from cold filtered beer and reuse it in the cooling process.
While in Brazil and Hungary, we piloted a new internal
cleaning process for packaging lines with tunnel
pasteurisers at ambient temperatures, reducing around
30% of their thermal energy. More breweries will now
implement this improved cleaning process.
The current average combined energy consumption of all
our production sites is 90.4 MJ/hl (2021: 89.5 MJ/hl).
Since 2018, we have reduced absolute carbon emissions in
production by 17%. Without our recent acquisition of
United Breweries in India, we would have achieved a 23%
reduction vs. the 2018 baseline. This acquisition triggers
an adjustment of our baseline to year 2022.
Shifting to renewable energy
Shifting our energy use to renewable sources is at the core
of our net zero strategy. It has also been valuable in
future-proofing our operations from potential energy
security risks emerging from geopolitical conflicts.
In 2022, 58% of total electrical energy came from
renewable sources (solar, wind, hydro) while 28% of total
thermal energy demand was renewable (biogas, waste
heat pumps, biomass). This means we have increased
our total share of combined renewable energy to 37%
(2021: 27%).
We aim for all our electricity to eventually come from
renewable sources. As a member of RE100, we adopt a
hierarchy of renewable energy solutions. This prioritises
new assets – both on-site wind, solar and hydro power that
supply electricity directly to our breweries and off-site
assets, including wind and solar, supplied through long-
term power purchase agreements (PPAs).
Renewable energy sources
37% energy from renewable sources
In South Africa, we built a new solar plant to power our
Sedibeng Brewery outside Johannesburg with 6.5 MW of
electricity. The installation includes 14,000 solar panels
and can meet 30% of the brewery’s electricity demand.
In Nigeria, we are supplying renewable electricity to two
sites through an off-site PPA which supplies electricity
generated by a hydro-power project.
There are still significant barriers to sourcing renewable
energy in some countries. Rather than waiting, we aim to
stimulate our operating companies by procuring Energy
Attribute Certificates (EACs) through International
Renewable Energy Certificates (I-RECs) as a first step until
barriers are removed.
In 2022, we procured I-RECs in Vietnam from recent solar
projects as well as in Sri Lanka and Malaysia. This is a
temporary step towards meeting our goal and we will
continue working with these operating companies to
develop new renewable capacity.
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Environmental
In Europe, we partner with RE-Source to develop a legal
framework for corporates to source renewable electricity.
Our aim is to source thermal energy used in production
from renewable sources by 2030. Thermal energy
accounts for 70% of our total production energy demand
but it is the most challenging to replace with renewable
thermal solutions. This is because the renewable thermal
market is not as mature as the electricity market and
progress requires a site-by-site approach.
Through our Integrated Net Zero Production Programme,
our central technical experts are working with breweries to
develop roadmaps that rely on technologies such as
bioenergy (biomass, biogas, biomethane) while piloting
innovative technologies such as heat pumps or
solar thermal.
One example is our brewery in Cambodia which, like
Vietnam and Indonesia, has started to use agricultural
waste as a sustainable source of biomass. The aim is to
deploy this solution across our remaining Southeast Asian
breweries. To ensure the sustainability of feedstock, we
joined the Roundtable of Sustainable Biomass (RBS) to
develop policy and audits of our biomass suppliers.
In partnership with Engie, our Seville Brewery in Spain
commissioned the construction of the first-ever solar-
thermal plant. This innovative project uses the sun’s heat
to generate renewable thermal energy. While in France,
we secured our first contract of biomethane from a local
farmer near our Mons Brewery, allowing us to cover 100%
of our thermal energy demand.
2022
1,085
393
Greenhouse gas and intensity emissions
Scope 1 GHG emissions (ktonnes CO2-eq)
Scope 2 GHG emissions (ktonnes CO2-eq)1
Total scope 3 GHG emissions (ktonnes CO2-eq)2
Purchased goods & services
Capital goods
Fuel and energy-related activities
Upstream transport and distribution
Waste generated in operations
Business travel
Employee commuting
Upstream leased assets
Downstream transportation and distribution
Use of sold products (refrigeration)
Investment
2018 (base-year)
1,189
606
17,605
12,228
593
532
1,677
53
22
166
117
229
1,880
106
2020
1,042
489
16,122
11,402
400
450
1,668
71
10
32
25
257
1,630
176
2021
1,095
399
17,538
12,924
524
478
1,438
74
5
31
100
263
1,570
131
Total GHG emissions scope 1, 2, 3 (ktonnes CO2-eq)2
Intensity emissions (kg CO2/hl)
19,397
17,653
19,032
71.2
68.7
72.7
1 Scope 2 is location-based.
2 Scope 3 2022 results will be available from end of April 2023.
Shifting to renewable electricity at production sites also
allows us to tackle our logistics warehousing emissions
(scope 1 and 2). In 2022, we increased the share of
renewable electricity for our warehouses to 46% and we
continue to replace our fossil-fuel forklift trucks with
electric ones.
2030 and 2040 goal
Absolute reduction scope 3 of 21%
by 2030
Net zero emissions in our total carbon footprint
by 2040
Our ambition to reduce scope 3 emissions by 21% vs.
2018 baseline will help us achieve our 2030 goal and set
us on the path for net zero across our value chain by 2040.
Scope 3 emissions accounted for 92% of our total
company carbon footprint in 2021. Every year, we
improve the accuracy of the calculation of scope 3
categories to properly size our footprint and our aim is to
disclose them annually with our scope 1 and 2 emissions.
We will disclose our 2022 scope 3 emissions in the second
quarter of 2023 on our Company website.
Our 2021 total carbon footprint reduced by 2% and our
scope 3 emissions decreased by 0.4% versus the 2018
baseline, but increased against last year due to volume
recovery in key markets after COVID-19 and global supply
chain issues that impacted our sourcing strategy. This is a
temporary impact and we will continue to deliver on our
scope 3 reduction strategy.
From barley to bar, we collaborate with suppliers to set
science-based targets and engage with strategic partners to
decarbonise the industry. We also work to reduce emissions
by optimising our processes, shifting to renewable energy,
and piloting innovative technologies in our top four
categories: agriculture, packaging, cooling and logistics.
Supplier engagement
Reducing emissions across the entire value chain will not be
possible without engaging with our suppliers across all
categories. Our role is to educate suppliers and support
them in creating decarbonisation roadmaps. We joined
Supplier Leadership on Climate Transition (SLoCT), an
industry consortium launching a climate school to develop
40 suppliers across packaging, agriculture and cooling with
an additional 28 suppliers due to join in 2023.
Agriculture accounts for 33% of our carbon footprint. We
are continuing our Low-Carbon Farming Programme by
partnering with suppliers and farmers. We have now
completed 200 pilots to test low carbon agricultural
practices, especially for our main crops – barley and maize
– across different markets. We measure the results and
impact of these practices on both carbon reduction
and sequestration.
Packaging accounts for 27% of our total footprint. We have
launched a new programme – Packaging the Future –
through which our top 50 suppliers, accounting for 80% of
our packaging-related emissions, have committed to set
science-based targets by 2023. Through this programme,
suppliers set targets to move to 100% renewable electricity
in key markets by 2025, followed by the remaining markets
by 2030.
To tackle the 8% of our carbon footprint that is related to
refrigeration of our products, we engaged with the top 23
fridge suppliers and Beverage Industry Environmental
Roundtable (BIER) members in the first-ever ‘CoolBIER’
conference to discuss opportunities for a radical change in
energy efficiency (and circularity) of commercial
refrigeration. The outcome was an agreement to establish a
value-chain coalition – including our suppliers and retailers –
to standardise energy protocols and set guiding principles
for circularity.
Optimisation
Optimising our operations to reduce energy consumption
remains a priority, especially for categories where
technology is not yet scalable. For packaging, we are
reducing emissions by shifting to returnable rather than
single-use bottles, light weighting bottles and optimising
pack size.
While for logistics activities, which represent10% of our
total carbon footprint, we are focused on optimising
logistics operations by developing transport management
and warehousing capabilities and advancing digital
tooling. For example, we are deploying a Global Truck
Utilisation Improvement programme in 41 markets to
optimise how we utilise our fleet. We encourage our fleet
managers and suppliers to reduce fuel consumption by
deploying fuel management capabilities.
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Environmental
In Mexico, we set performance indicators on fuel
consumption, driver behaviour and preventive truck
maintenance which resulted in saving 557,000 litres of fuel.
We are also reducing the use of heavy-duty trucks, which
now comprise 90% of our transport, by shifting to other
modes such as barge and rail. We have continued to
increase the share of cabotage in Brazil and started to use
rail transport in 2022.
Innovations
Innovation is a big part of our culture and piloting modern
technologies and understanding how to deploy them will
be pivotal in our net zero journey. To improve the cooling
of our products, we have completed the prototype for two
different technologies: a fast-cooling technology called
‘Chill it’ that allows cooling of our products within 30
seconds, and an IoT (Internet of Things) solution for retail
to track the effectiveness of our fridges at points of sales.
We are also piloting medium-sized electric trucks for city
distribution. In 2022, we allocated a central budget and
purchased eight electric trucks in Europe, Mexico and
Brazil, which encouraged these markets to invest in an
additional 15 trucks.
In Spain, we are using electric scooters to deliver beer in
three Spanish cities. After a successful pilot in Seville, the
project has been expanded to Madrid and Málaga. This
innovation will avoid an estimated 25,000 kilos of CO2-
equivalents per year by delivering beer to bars in a quieter
and less polluting way.
Strategic partnerships
Partnerships with non-profit organisations, suppliers and
peer companies are key to achieving our net zero goal.
We played an active role at Climate Week in NYC and
COP27 in Egypt to advocate for accelerated action on
climate change and learn from other organisations.
We are also engaged in multiple platforms such as
World Economic Forum (WEF), CEO Climate Alliance,
Climate Group’s RE100, Amazon’s the Climate Pledge,
Race to Zero and Business Ambition for 1.5oC to drive
systemic change across industries.
In addition, we pursue category-specific partnerships.
In 2022, we extended our existing membership with
Smart Freight Center and joined Smart Freight Buyers
Alliance (SFBA) to collaborate with peer companies on
catalyst projects in the freight sector.
Growing the raw materials that are used in our products
makes a significant contribution to our value chain
emissions. Other environmental impacts relate to water
resources, soil health and biodiversity.
We have also established a global partnership with our
draught beer equipment suppliers and technical lab
(Re-gent) to optimise the energy consumption of
our equipment.
We have a goal for 100% of our barley and hops to be
sustainably sourced by 2030. We will achieve this by
increasing our support to suppliers and committing to
higher agricultural standards.
We base our standards for sourcing sustainably cultivated
crops on the globally recognised Sustainable Agriculture
Initiative Platform (SAI) principles. This requires the
efficient production of safe, high quality agricultural
products in a way that protects and improves the natural
environment, enhances the social and economic
conditions of farmers, their employees and local
communities, and safeguards the health and welfare of
farmed species.
Improving farming practices
We have made good progress in improving farming
practices and sourcing sustainable crops by working with
local suppliers.
In 2022, 96% of our hops (2021: 92%) and 73% of our
barley (2021: 66%) came from sustainable sources,
resulting in 73% coming from hops and barley.
Overall, 67% of all our crop-related raw materials came
from sustainable sources (2021: 65%).
We also engage in local partnerships to benefit
communities while doing business. For example, in Brazil
we entered in a partnership to collect and recycle our glass
bottles especially since making our packaging more
circular is one way to reduce emissions.
Looking ahead
In 2023, we will continue our efforts to accelerate the
delivery of our goal of net zero in scope 1 and 2. For scope
3 we will focus on key areas that allow us to scale impact
including strategic sourcing across our main categories,
developing a portfolio of low-carbon products and
investing in specific intervention in the value chain to
stimulate transition. Additionally, we will develop our
approach to identify the right carbon removal strategy
that generates credible, impactful and high quality carbon
credits to address residual emissions.
Our long-term target is to reach net zero across our value
chain by 2040. In 2023, we aim to submit our 2040 target
to SBTi and, given the improvement made in our
methodology and the integration of new businesses such
as United Breweries in India, we intend to report our future
performance based on 2022 carbon footprint.
For more information, see page 155 in TCFD section.
2030 goal
100% sustainably sourced ingredients
(hops, barley)
Developing responsible agricultural supply chains to
increase our volumes of sustainable raw materials is a key
priority for our growing business and a crucial lever for
reducing our carbon footprint.
We made great efforts to increase our local sustainable
sourcing by intensifying our partnership with suppliers and
improving farming practices.
In Australia, we didn’t have access to sustainable barley,
but we started partnering with a local supplier that will
deliver sustainable sourced barley accredited to SAI Silver
level. This is a huge step forward in the region.
Low Carbon Farming Programme
We launched our Low Carbon Farming Programme in
2020 to reduce CO2 emissions from agriculture by shifting
to low carbon farming practices.
In most cases, we engage with farmers via our malted
barley and maize suppliers. They advise the farmers on the
different regenerative protocols (e.g. cover cropping, no
tillage, organic matter use), seeds and fertilisers that can
be used. The farmers decide which protocol(s) to apply, to
lead their own farming and harvesting process.
Pilots in 2021 show a 25% CO2 emissions reduction and
40% increase in CO2 sequestration. In 2022, we continued
working on more than 200 projects globally, including in
Mexico, Brazil, France, UK, Ireland and Australia.
For more information, see page 157 in TCFD section.
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2030 goal
Turn waste into value and close material
loops throughout the value chain –
strategy and targets in development
Taking a systemic approach, a cross-functional team is
developing a circularity strategy looking at key
opportunities to reduce our material footprint and
improve reusability and recyclability.
Making our product packaging returnable is a key priority
and approximately 38% of our packaging is now produced
in a returnable format. We want to build on this by
supporting existing and emerging deposit return schemes
and other mechanisms to drive reuse at scale.
For example, we are involved in several initiatives across
Brazil, for example:
We are one of the main supporters of ‘Glass is Good’, led
by the Brazilian Beverage Association (Abrabe) which
promotes glass collection at bars and events across 16 of
Brazil’s major cities.
‘Ecogesto’ is a partnership which supports waste picker and
recycling co-operatives across everything from licensing
and worker safety to establishing solid waste delivery
points and environmental education.
Molecoola is a loyalty programme which allows consumers
to earn points by depositing recyclable materials in
containers at supermarkets which we are delivering in
partnership with Carrefour.
SO+MA Advantages aims to develop the glass recycling
chain and support socioeconomic development in the city
of Salvador. Registered users can exchange recyclable
materials for courses, exams, basic food goods,
experiences and discounts at supermarkets. Over 12,000
families are now registered with the programme and more
than 842,000 kg waste has been collected.
Environmental
Maximise circularity
Unsustainable patterns of consumption and production
are a major cause of climate change, biodiversity loss,
waste generation and pollution. But demand for finite
natural resources will continue to increase with global
population growth.
The current economy is mainly linear, meaning we take
resources to make products which we use and then throw
away. To protect the planet and ensure enough food and
water for all, we must move to a circular economy which
stops waste being generated in the first place.
We have started to develop a circularity strategy focused on
our products and operations. This will amplify our adoption
of circular principles to move away from the ‘take-make-
waste’ model to an ‘eliminate-circulate-regenerate’ one. This
is in line with the principles of the Ellen MacArthur
Foundation, of which we are a member.
With our products, we have initiated projects to reduce our
packaging, make it more reusable and increase
recyclability and recycled content. This is an area where we
have exciting opportunities to do more.
Examples of how we already adopt circularity in our
operations include converting spent grains into animal
feed and human food sources, generating organic fertiliser
from our wastewater sludge and recycling water within
our breweries.
2025 goal
Zero waste to landfill for all our
production sites
Beginning with our own operations, our goal is to send
zero waste to landfill across all our production sites
worldwide by 2025.
Most of our production waste is comprised of
biodegradable co-products like brewers’ grain, surplus
yeast, anaerobic sludge from wastewater, spent kieselguhr
and spent alcohol. We preserve the nutritional value of by-
products by recirculating them in animal and human food
applications. Where this is not possible, we recycle them as
bio-based materials or soil organic fertilisers, contributing
to circularity and lowering carbon emissions.
More than 40 of our operations spanning all regions now
harvest the biogas from anaerobic digestion in our
wastewater treatment plants as a renewable energy source.
In 2022, 143 of our 186 sites were landfill-free (2021: 123
sites) and 1% of our total waste ended up in landfill
(2021: 1%).
Destination of co-products
This table shows where our residual materials from
production ended up in 2022 (the higher up in the
hierarchy, the better).
Co-products and waste hierarchy
Destination
1. Reuse
2. Human consumption
3. Animal feed
4. Materials recycling
5. Compost/soil improvement
6. Energy (biogas)
7. Combustion with energy recovery
8. Combustion without energy
9. Landfill (incl. dump and
unknown destination)
ktonnes
33,899
64,292
%
1%
1%
4,171,282
80%
430,495
365,454
34,930
60,493
10,521
66,822
8%
7%
1%
1%
0%
1%
Total
5,238,188 100%
In Nigeria, several sites are now landfill-free through
actions such as substantially reducing the mixed waste
stream and recycling waste labels into ceiling tiles, wall
slabs, door inserts and other building materials.
Operating companies reduced their waste arising from the
co-products of the brewing process and found opportunities
to convert these co-products into valuable destinations.
Papua New Guinea, although an isolated island, decreased
the waste sent to landfill by more than 40% by connecting
with farmers to use spent grain for animal feed and by re-
using cardboard, paper and wood.
We continuously look for ways to improve the circularity of
our non-biodegradable outputs on-site and engage in
closed loop projects with glass, plastic and paper waste to
maximise reuse of our packaging materials.
In Poland, we increased the value of our pallet waste
stream by moving away from incineration. The pallets are
now reused to produce furniture. As a result the waste to
incineration has substantially reduced to almost zero.
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Environmental
Towards healthy
watersheds
The world’s freshwater ecosystems are under huge
pressure from the competing demands of agriculture,
business and communities. One of the primary effects of
climate change is disruption of the water cycle and
changing weather patterns are already making some
places wetter and others much drier.
From using 5 hl of water to produce 1 hl beer in 2008, we
have improved our average water usage to 3.3 hl of water
to produce 1 hl of our beer produced in 2022. We believe
more needs to be done.
Our 2030 water strategy – Towards Healthy Watersheds –
looks beyond traditional water metrics to prioritise the
health of local watersheds. We focus on positive water
impact combining internal actions to ensure responsible
water usage and wastewater management and to
promote water security beyond our brewery walls,
especially in water-stressed areas.
Our water strategy focuses on three goals with more
ambitious ones for sites located in water-stressed areas.
– Reduce our water usage to 2.9 hl/hl beer globally and
2.6 hl in water-stressed areas by 2030.
– Treat 100% of wastewater and maximise reuse
and recycling.
– Fully balance all water used in our products in water-
stressed areas by 2030 through watershed
protection programmes.
Understanding our water risks
We have assessed water risks across our breweries and
beyond since 2010 using a three-step approach which
comprises internal and external assessments and
verification. Every year, our operating companies conduct a
local water security assessment. We also carry out a Global
Water Risk Screening (GWRS) every five years with the latest
completed in 2021. We use water risk mapping tools
developed by the World Resources Institute (WRI) to
identify sites located at high water risk areas. In addition, we
use geospatial data as an extra layer, to further understand
water risks that are not accessible through the WRI tool.
Sites that are identified as high water risk on the first two
steps will be further evaluated through an in-depth local
Source Water Vulnerability Assessment conducted by a
credible third-party to confirm the water-stress conditions.
These consider local water security issues and
potential solutions.
Today, 31 sites in 12 countries are located in water-
stressed areas. From 2023, three additional sites will
become part of our reporting scope for water-stressed
areas. These are Vietnam (Tien Giang), Burundi (Gitega)
and Haiti (Port-au-Prince).
We also engage with barley, hop, maize and apple
suppliers to assess potential water risks and management
practices. We shared these outcomes this year to raise
awareness among our suppliers on potential water risks.
For more information, see page 156 in TCFD section.
Partnerships for change
We collaborate through local and global alliances to
increase our reach and scale our positive impact. We work
with like-minded partners to advance watershed
protection in water-stressed areas. For example, we are
partnering with WWF in Vietnam and Avina Fundación in
Brazil, along with government agencies and local
communities, to deliver watershed protection programmes
beyond our brewery walls.
We are also a member of the UNGC’s CEO Water
Mandate Water Resilience Coalition, a global partnership
between the UN, companies and NGOs collaborating to
reduce water stress by 2050.
In addition, we are part of the Beverage Industry
Environmental Roundtable (BIER), a technical coalition of
leading global beverage companies working together to
advance environmental sustainability within the
beverage sector.
Communities
We are one of the 25 global businesses and 15 water,
sanitation and health (WASH) expert organisations that
supported the WASH4Work business declaration at
COP27 in Egypt. WASH4Work aims to create systemic
pathways to increase water access for communities, in line
with our goal of developing healthy watersheds beyond
our brewery walls.
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Total water withdrawal
(including sources and excluding export water*)
Environmental
2030 goal
Reduce average water usage to
2.6 hl/hl in water-stressed areas
and 2.9 hl/hl worldwide
In 2022, our global average water usage was 3.3 hl/h in all
our breweries and 3.0 hl/hl in water-stressed areas.
Our average water usage (hl/hl) has improved compared
to last year. One contributing factor is the implementation
of good water management practices. In 2022, more
than 600 good practices were implemented worldwide.
Meoqui, our most efficient brewery in Mexico, used less
than 2 hl/hl of water to brew 1 hl/hl of beer in 2022. More
sites in Mexico and Vietnam are following, with average
water usage close to or below 2 hl/hl.
In South Africa, we built a new water reclamation plant
which reduces reliance on freshwater. It uses water
recycling technology to reclaim wastewater, which is used
for utilities and general cleaning.
* Export water is not used for production
Average water usage (global)
(hl/hl beer, cider, soft drinks, water and wine)
Average water usage (water-stressed areas)
(hl/hl beer, cider, soft drinks, water and wine)
34%
improvement of average water usage (hl/hl)
compared to 2008
€18m
savings from average water usage programmes
since 2009
2023 goal
2030 goal
Treat 100% of wastewater
of all breweries
Our brewery processes create wastewater that must be
treated before discharge. Our ambition is to treat 100% of
our brewery wastewater by 2023.
At the end of 2022, 97% of our wastewater volume was
treated before discharge (2021: 95%). Seven sites out of
186 globally are without a wastewater treatment plant. This
includes sites previously managed by a third-party that are
transitioning towards HEINEKEN discharge quality
standards and/or local regulations – whichever is higher.
Total untreated wastewater was 3% of production sites
volume (2021: 11 sites, 5% volume). At a number of our
production sites, brewery wastewater is treated at third-
party wastewater treatment plants, or discharge is
compliant to local regulation.
We have built three new wastewater plants in Haiti, Serbia
and Nigeria, bringing us closer to our 2023 goal to treat
100% of our wastewater.
2030 goal
Maximise reuse and recycling in
water-stressed areas by 2030
We see opportunities to create healthier watersheds by
maximising water circularity. This means recovering,
reusing and recycling our on-site and off-site treated
wastewater for other purposes.
We are at an early stage. For on-site circularity, we have built
six water reclamation plants which treat and reuse
wastewater for general cleaning to reduce reliance on
freshwater. For off-site circularity, we are making progress
while exploring ways to address local challenges such as
limited infrastructure, perceptions and regulations.
At one site in Mexico, adjustments were made to the
pipeline of a third-party wastewater treatment services
company. This company treats and recycles wastewater
from our brewery and four other companies, and part of it is
sent to a local paper mill for use. By collectively re-purposing
wastewater, we are reducing reliance on freshwater.
This year, we worked with BIER to establish industry-
aligned Water Circularity Guidance which defines clear
examples of water circularity.
Fully balance water used in our products
in water-stressed areas
Our aim is to fully balance the water in our products we
use in water-stressed areas. This means we will return to
the local watershed every litre of water that goes into our
product. We do this through water balancing projects that
replenish water in the watershed that supports our
operation. Projects range from nature-based solutions like
large-scale reforestations and rainwater harvesting to
infrastructure improvement projects which reduce
water leakages.
We use the Volumetric Water Benefit Accounting
standard launched by the World Resources Institute (WRI)
to measure the outcomes and impacts of water balancing.
By the end of 2022, 26 production sites in scope had
started water balancing projects (2021: 23) and 29% of
these sites are fully water balanced (2021: 32%).
Our breweries in water-stressed areas have developed
roadmaps which set out actions they will take to support a
healthy watershed by 2030. Each watershed is unique,
being shaped by the ecosystem and biodiversity it
supports as well as local governance and stakeholders,
among other things. Our sites must take a contextual
approach and progress may be faster and more
straightforward for some than others.
In 2022, HEINEKEN Vietnam, WWF-Vietnam, the Ministry
of Agriculture and Rural Development and local partners
officially launched a water restoration programme to
strengthen governance of Vietnam water resources. We
will invest more than €1 million in this multi-year
partnership to promote local water security.
In Brazil, we signed a partnership with Avina Fundación to
deliver forest recovery and conservation by reforesting and
increasing soil infiltration on-site to influence the long-term
water cycle.
At some sites, we have faced challenges in establishing
water balancing projects as reported in previous reports.
We are pleased to share that, after considerable efforts,
we have now signed MOUs with local implementation
partners in Tunisia and Algeria to develop and commence
water balancing projects.
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Environmental
Environmental data table 2022
This table provides an overview of the environmental performance of our operations. It includes indicators for production, energy consumption,
air emissions, refrigerants and wastewater from our beverage production plants, malting plants and other operations.
Performance indicator
Beverage production
Unit
Mhl
2020
245.4
2021
253.9
2022
281.5
2020
245.4
2021
253.9
2022
281.5
2020
2021
2022
2020
2021
2022
Total all sites
Breweries, cider, soft drink and water plants
Malting sites
Other and packaging
Malt production
ktonnes
654
726
769
654
726
769
Thermal energy consumption
Renewable thermal consumption Own-generated
Renewable thermal consumption Purchased
Electricity consumption
Renewable electricity consumption Own-generated
Renewable electricity consumption Purchased
HC-based refrigerants in use*
HC-based refrigerants lost
Water withdrawal
Wastewater quantity
PJ
PJ
PJ
GWh
GWh
GWh
tonnes
tonnes
kg R11
equivalents
ktonnes
CO2-eq
Mm3
Mm3
Wastewater organic load before treatment
ktonnes COD
Effluent organic load discharged to surface water
ktonnes COD
* 2020 and 2021 numbers have been restated
16.2
1.1
1.3
2,041
12
17.1
1.5
1.3
2,090
22
711
1,057
85
13.8
132
15.6
84.6
52.9
175
8.7
85
9.5
153
16.8
87.5
54.9
192
10.9
19.2
3.7
1.6
2,302
34
1,303
67
6.9
191
16.9
94.7
60.9
218
8.9
14.6
1.1
1.3
15.5
1.5
1.3
1,952
2,005
12
674
80
13.7
132
15.5
82.4
51.2
169
8.5
22
998
81
9.5
153
16.8
85.4
53.4
186
10.7
17.5
3.6
1.6
2,216
34
1,251
63
6.9
191
16.9
92.5
59.3
212
8.7
1.4
0
0
75
0
33
4
0.1
0
0.2
1.9
1.3
4
0.2
1.5
0
0
80
0
55
4
0
0.1
0
2
1.4
5
0.2
1.6
0.1
0
81
0
47
4
0
0
0
2.1
1.5
5
0.2
0.3
0
0
13
0
4
1
0
0
0
0.3
0.3
1
0
0.1
0.1
0
0
5
0
4
0
0
0
0
0.1
0.1
1
0
0
0
5
0
5
0
0
0
0
0.1
0.1
1
0
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Social
Tackling social challenges
and putting people first
Our business thrives on fairness, human connection and the joy of bringing people
together. As the world struggles to manage the impacts of the pandemic, political
instability and rising cost of living, we must work together to create a fairer, more
equal and safer society.
We embrace fairness and inclusion in our
operations and value chain. This includes
aiming for gender balance at senior levels,
paying all HEINEKEN employees a fair wage
and demanding fair living and working
standards for third-party employees and
brand promoters. Our safety, health and well-
being strategy is focused on embedding a
leading safety culture that ensures everyone’s
leadership, engagement and participation.
We are also becoming more strategic in how
we deliver social and economic impact; our
operating companies are developing social
initiatives that support delivery of one or
more of the UN Sustainable Development
Goals and meet the needs of local
communities.
Contributing to the UN SDGs –
Path to an inclusive, fair and equitable
company and world:
Learn more about our actions in the Social section of our website
Embrace inclusion and
diversity
Inclusion and Diversity (I&D) fosters a sense of true
togetherness and drives us to seek deeper connection with
our employees, consumers and customers.
Aligned with our core value of ‘care for people’, our aim is
to ensure every HEINEKEN employee feels a strong sense
of belonging. We also want them to feel safe to speak up
and help shape the future of our organisation. This is why
we use employee engagement to amplify the voices of
our workforce and enable people to act as catalysts for
positive change.
We believe diversity of thoughts leads to greater
innovation and better performance. Inclusion also starts
with courageous leadership which is why we nurture bold
and brave leaders who create space for everyone, equally.
The diversity of our people makes us as strong and unique
as our brands. Providing fair and equal opportunities for
our employees is a key driver for an inclusive environment.
Our inclusion and diversity strategy focuses on three
key areas:
1. We accelerate I&D by starting with courageous
leadership.
2. We all contribute to fostering an inclusive environment.
3. We create equal opportunity in the moments that matter.
Listening to our employees
Inclusion starts with listening to everyone, not just the
loudest voices. We foster a continuous listening approach
to shape a culture where all people feel heard and valued.
I&D Councils
To ensure I&D is fully embedded in the organisation, our
ambition is to set up I&D councils in all operating
companies. Members work with the Managing Director to
support the delivery of the global I&D strategy and
roadmap, shape and deliver a local I&D action plan aligned
to the global I&D framework. They also respond to local
I&D contexts, engage and activate people throughout the
operating company to deliver projects and inform the
Region and the Global I&D team on local progress. By the
end of 2022, 68% of our operating companies had an
I&D Council.
2025 goal
Gender balance across senior
management: 30% women by 2025,
40% by 2030
Our goal is to increase the number of women among our
senior management population. To drive progress, we
committed to have 30% women in senior management
roles by 2025 and 40% by 2030, on the path to
gender balance.
This is a bold ambition and we are strengthening our
pipeline of women talent at levels below senior
management and ensuring we create fair and equal
opportunities when we attract, develop and promote talent.
Senior leaders in key functions have expanded their
commitments to ensure we develop and support a diverse
group of future senior managers.
By the end of 2022, women representation at senior levels
reached 27% (2021: 25%).
Representation by gender in 2022
% women
% men
In 2022, our local operating companies and functions
conducted 99 listening and dialogue sessions to
understand the impact and progress of I&D action plans.
Functional leaders were supported by I&D ambassadors to
listen directly to employees to understand their views and
inspire action.
Supervisory Board
Executive Board
Executive Team
Senior Management
40
0
18
27
60
100
82
73
Globally, we conducted live panel discussions and Q&A’s
for all employees to address topics including gender
balance, cultural diversity and inclusion of LGBTQIA+ in
the workplace. More than 10,000 employees joined these
events in total.
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Introduction
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WIN (Women Interactive Network) is a global leadership
development programme to level the playing field for
women in leadership at HEINEKEN. Following two
successful pilot editions which saw 40% of participants
promoted, we partnered with an independent academic
institute, IMD, and scaled up to include 100 participants
from 36 nationalities. The aim is that every rising female
leader will take part in the coming years.
In 2022, we connected existing Women & Allies employee
resources groups (voluntary, employee-led groups that
promote a more diverse and inclusive workplace) from
different countries and functions as part of the
TogetHERness global community.
As a result of our actions, HEINEKEN has been included in
the Bloomberg Gender-Equality Index, as one of the 484
companies worldwide committed to more equal and
inclusive workplaces.
2023 goal
Cultural diversity: across each region, at
least 65% of country leadership teams
are regional nationals
As the world’s most international brewer, we must reflect
the world around us to brew enjoyment of life for all. This
means embracing multiple cultures to create a sense of
inclusion for everyone.
Our goal is to balance the cultural diversity of our leadership
teams in every region where we operate. By 2023, we aim
to have at least 65% of country leadership teams across
each region made up of regional nationals.
At the end of 2022, two of our four regions reached this
target – Europe and Asia Pacific. In recognition of World
Day for Cultural Diversity, we hosted several initiatives to
champion a culture of belonging for everyone by
appreciating our cultural differences and debunking myths
and stereotypes. This included a Global Mix and Match
initiative which connected employees from different parts
of the world, a webinar on communicating inclusively with
different cultures, and a multi-company panel discussion.
Our employee resources groups in Brazil and the US
continued to work on fostering a more inclusive workplace
for diverse ethnicities. In Brazil, we are part of Mover – an
initiative that brings together more than 47 companies
committed to having 40% black and brown people in
middle management positions by 2030. Its aim is to
create opportunities for three million people in the coming
years. We are focused on delivering attraction, retention
and development plans to support the target. Our actions
will include developing awareness and training materials,
mentoring for 500 black women, and external
communications such as a webinar about racial diversity.
In the US, we have partnered with Black Ambition to
Support Minority Entrepreneurs to provide funding and
mentorship opportunities to Black and Latinx founders.
The partnership builds upon our responsible stewardship
commitment to support the economic development
and empowerment of under-represented and under-
resourced communities.
2023 goal
100% of our managers trained in
inclusive leadership by 2023
Launched globally in 2020, the HEINEKEN Inclusive
Practices are designed to spread awareness and
understanding of how to practice inclusion. The message
is shared through e-learnings and workshops focused on
the ‘what, why and how’ to apply each inclusive practice.
Our operating companies continue to train employees on
the Inclusive Practices. In some countries, such as in
Singapore and Ethiopia, 100% of people managers have
now been trained.
A new ALL-Inclusive Leadership e-learning was launched in
October 2022. It is an engaging and interactive e-learning
module which is mandatory for all people managers and
available to everyone in the organisation. By the end
of 2022, 16% of our people managers had completed
the module.
LGBTQIA+ inclusion
Our employee resource group, HEINEKEN Open and Proud
(HOP), has continued to be active across our operating
companies. In 2022, we celebrated Amsterdam Pride, one
of the most iconic demonstrations of love. In other places
like the UK, we created a HOP local charter and in France
we celebrated an event for Pride with several artists from
the LGBTQIA+ community.
In Brazil, Amstel is committed to spend 10% of the brand’s
media budget to raise awareness and support the
LGBTQIA+ community. The brand helped 800 trans people
change their names to reflect their true identity by bringing
the registry office to the streets during the 2022 Sāo Paolo
Pride Parade. The ERG Além do Colorido has been very
active in increasing awareness and inclusion of LGBTQIA+.
Learn more about this topic on our website.
A fair and safe workplace
We are raising the bar to create a fair and safe workplace for
our employees and those working adjacent to our business.
We will ensure that all our employees worldwide earn at
least a fair wage and that we continue to act on our
journey to achieve equal pay for equal work between
female and male colleagues. Ensuring fair living and
working standards for third-party employees and brand
promoters is an important part of our responsibility.
We focus on shaping a leading health and safety culture
fully embedded in our ways of working, counting on
everyone’s leadership, engagement and participation.
2023 goal
Fair wage for employees: close any gaps
Our ambition is to ensure all our employees worldwide
earn at least a fair wage by 2023. A fair wage is often
higher than the minimum wage and should be sufficient
for a decent standard of living, covering the basic needs of
the employee and his or her family – from food, housing
and education to healthcare, transportation and some
discretionary income and savings.
To determine the fair wage amount per country, we have
partnered with the Fair Wage Network, an independent
NGO. A fair wage is constantly increasing with the cost of
living and other economic factors, making this an ongoing
process of assessment and adjustment. Our goal is to assess
and close any wage gaps by the end of 2023. To achieve
this, we assess wages across all operating companies
against the Fair Wage Network annually. We started
assessments in 2021 with our operating companies in
developing countries where the challenges are the greatest.
In 2022, we assessed the Europe region for the first time,
following unprecedented inflation. We also re-assessed our
operating companies in Asia Pacific, Africa, Middle East &
Eastern Europe and the Americas. Out of this total, we
identified fair wage gaps for our direct employees in seven
operating companies and have closed the gaps in five.
This means that we assessed all our operating companies
and 99.96% of direct employees earn at least a fair wage,
according to the Fair Wage Network.
Following an independent assessment of our business
units in the Africa, Middle East & Eastern Europe region,
our efforts were recognised with the Fair Wage Network
certification as a living wage employer.
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2023 goal
Equal pay for equal work: assessments
and action
We recognise the importance of equal pay and aim to
drive this ambition within and beyond our organisation.
Our goal is to ensure equal pay for equal work (or work of
equal value) between female and male colleagues.
By 2023, assessments and actions will be in place to close
any gaps. Action plans focus not only on potential pay gap
by job grade, but also gender representation, performance
assessments and salary increase, opportunities for
promotions and gender balance in management teams.
SMART Outsourcing programme and guidelines are
designed to map third-party service providers and their
employees. We assess a sample of these against our fair
labour principles and work with service providers to close any
gaps. We also continually embed learnings to improve
contract management of outsourced service providers and
workplace practices.
Raising standards with service providers
Social sustainability and human rights are a foundation
of how we do business with third-party service providers
in Africa. We conducted our third round of assessments
in 2022, when 12 of our largest businesses in Africa
were assessed.
We recognise the importance of equal pay for equal work
in our rewards processes. For every moment in the
employee lifecycle where salary decisions are made, a fair
and neutral decision must be assured.
Globally, in 2022, 31% of our operating companies
were assessed. We accelerated the programme to
include the Asia Pacific region, completing assessments
of 18 operating companies.
In 2022, we assessed progress across all our operating
companies to track and monitor improvements on the
path to equal pay for equal work. By the end of 2022,
100% of operating companies have been assessed and
100% have action plans in place. As part of this
assessment, we looked at whether action plans in place
are effective or needed to be refined and whether
year-on-year progress has been made.
In 2023, we will focus on operating companies with higher
pay gaps and work with them to close any gaps to
remediate the identified gaps to drive year-on-year progress.
2030 goal
Ensure fair living and working
standards for third-party employees
and brand promoters
Looking beyond our direct employees, our goal is that third-
party employees delivering labour-based services (catering,
cleaning and security) on our sites and brand promoters
benefit from fair living and working standards. Third-party
employees are an important part of our Company and we
take responsibility for making sure they work reasonable
hours in a safe, healthy and decent environment and earn a
fair wage. These topics are embedded in our definition of
fair living and working standards. To meet our goal, the
In 2023, we will expand assessments beyond the Africa
and Asia Pacific regions. Our aim is for all operating
companies to have had an initial assessment by the end
of 2025, with actions to close gaps and embed into
business as usual, running until 2030.
We have seen encouraging improvements since we first
embarked on this initiative. In Nigeria, we have worked
with 76 outsourced service providers who employ 10,000
people over the last three years. Together with the service
providers, we have improved management systems and
business process to systematically improve the living
standards and working conditions of third-party workers.
This has resulted in wage payments that are 70% above
the national minimum, provision of medical insurance,
pension, and other benefits.
2030 goal
Create leadership capacity to drive
zero fatal accidents and serious
injuries at work
We have significantly reduced the accident frequency in
our operations since 2015. However, we still experience
incidents as a result of our business. We remain committed
to doing our utmost to ensure all our colleagues and
contractors return home safely every day.
Life Saving Commitments
The Life Saving Commitments (LSCs) are based on our
operation’s highest risk activities and apply to anyone
working on behalf of our Company, employees and
contractors, on or off premises. We expect everyone’s
personal commitment and actions to comply with the
LSCs and HEINEKEN’s safety standards.
We have developed specific guidelines for people
managers who play a crucial role in the health, safety and
well-being of employees and contractors. Safety must be
included in all business decisions and all employees and
contractors must be supported to adhere to the LSCs.
The newly launched Golden Principle is the overarching
principle through which we empower and ask everyone to
stop work and speak up when work cannot be executed
safely, or if it is not possible to adhere to the LSCs.
In 2022, we launched the Life Saving Commitments
e-learning for all people managers. It is designed to equip
the learner with the knowledge to recognise and apply the
LSCs and Golden Principle. The LCS e-learning has been
completed by 80% of our people managers. We aim to train
the remaining people managers before the end of 2023.
We also launched an LSC e-learning for all employees to
ensure understanding of the 12 Life Saving Commitments
and the Golden Principle across our operating
companies globally.
We continue to strengthen and build from our HEINEKEN
Safety Leadership framework, where we are taking our
management teams through a safety leadership
experience designed to make a safe working culture
personal, and part of the way we do business.
We work diligently to integrate safety leadership into our
global programmes (e.g. through competence building,
leadership programmes, etc.). Our tools enable our
operating companies around the world to assess their
current status, identify gaps and develop improvement
plans to close gaps.
We will launch the Safety Leadership standard in early
2023 to monitor progress as part of our global health and
safety management system.
Grow leadership capacity to develop world-class
safety culture and performance
Our safety, health and well-being strategy reflects our
Company value of Care. We focus on shaping a leading
safety culture and ensuring it is fully embedded in our
ways of working. This requires everyone’s leadership,
engagement and participation.
Our team of more than 400 health and safety
professionals around the world work together to
implement best-in-class processes and programmes,
build internal capabilities and develop talent to achieve
a world-class safety culture and performance.
Our strategy targets our highest risks – namely road safety
and driving, forklift safety, contractor safety and process
safety. Centres of Excellence focus on these priority areas,
identifying gaps, developing improvement plans and
monitoring implementation and progress of plans. We
continuously improve our safety performance by
executing major risk reduction programmes focused on
each of these risks.
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Fatal accidents1
Fatalities of Company personnel
Fatalities of Contractor personnel on-site2
Fatalities of Contractor personnel off-site2
Accidents (Absolute values)
Accidents of Company personnel4
Accidents of Contractor personnel4
Permanent disabilities of Company personnel
Total Workforce
Accidents (Relative values)4
Accident Frequency rate (per 100 FTE Company personnel)
Lost Time Accident Frequency rate (per 100 FTE Company personnel)
2021³
2022³
1
1
0
717
212
4
0
2
0
877
257
5
81,070
86,555
0.89
0.69
1.01
0.84
1 Company personnel fatalities: 2 Contractor fatalities in Nigeria. These numbers have limited assurance by Deloitte.
2 Contractors who operate under our direct control (either because they work on HEINEKEN premises or are supervised by HEINEKEN management and work elsewhere).
3 The reporting period of the safety data presented in this chapter is December – November with the exception of fatal accident data which reflected the full year period.
4 The reported absolute accidents and related relative values for 2021 have been aligned with the 2022 reported numbers which is based on the inclusion of all
lost times cases in the Company.
Fatalities and serious injuries
We deeply regret that two people lost their lives while
working for us in 2022 (2021: 2), both working as
contractors. Every fatality is thoroughly investigated by an
independent investigation team to identify and
understand the root causes. We take action to prevent
recurrence and share learnings with corrective and
improvement actions followed up until closure.
Our injury (accident) rate in 2022 was 1.01 per 100 FTE
(2021: 0.89).
The increase in the accident rate is related to the inclusion
of the acquired India business and the ‘positive’ impact of
COVID-19 on the 2021 figures.
There were 877 injuries that resulted in 725 with lost time
injuries among our employees. 484 of these injuries were in
logistics and distribution, 125 in commerce, 230 in
production and 38 in other functions.
The main types of work-related injuries are cuts by sharp
objects (e.g. glass), injuries while lifting or carrying objects,
slips or falls, hits by moving falling objects or vehicles
(e.g. forklifts).
Our contribution in 2022
Total tax contribution paid by category
Corporation income tax paid per region
Positive impact in our
communities
With operations spanning the globe, HEINEKEN can be a
positive force for change. This is especially relevant in a
world where income inequality and injustice see increasing
numbers of people facing challenges to afford a decent
standard of living.
Many of our Brew a Better World ambitions directly touch
local communities. From guaranteeing a fair wage for
employees and raising working and living standards for
third-party employees to contributing to healthy
watersheds, supporting smallholder farmers in Africa and
working with partners to address harmful use of alcohol –
our actions aim to have a positive impact on communities
as well as our business.
As a major employer and purchaser of raw materials, our
biggest contribution to the social and economic well-being
of communities is through the jobs we create, the
businesses we support and the taxes we pay.
Sustainable and transparent tax strategy
We believe in responsible tax behaviour as an essential part
of our sustainability strategy. The taxes we pay contribute
to local economies and support the development of the
many countries in which we operate. We support stable,
transparent and predictable tax regimes that incentivise
long-term investment and economic growth.
Our sustainable and transparent tax strategy is based on a
number of key principles:
– Our commitment to comply with relevant tax laws and
international regulations – we aim to comply with the
letter as well as the spirit of the law.
– Compliance with the HEINEKEN Code of Conduct and
VNO-NCW Tax Governance Code.
– Expectation that we will pay tax in the country where
our activities take place. We fully support and follow the
OECD transfer pricing guidelines and transactions
between our operating companies are based on the
‘arm’s length’ principle.
– Not using tax havens for tax avoidance purposes.
– Open and constructive dialogue with tax authorities
that is based on mutual respect, transparency and trust.
We have co-operative compliance relationships with tax
authorities in various countries.
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HEINEKEN Africa Foundation
The HEINEKEN Africa Foundation (HAF) supports the
health and well-being of communities in sub-Saharan
Africa by providing vital access to healthcare and
clean water.
The HAF completed the final actions of our two-year
COVID-19 emergency response in the first half of 2022.
Together with our partners, WaterAid and World Vision,
we committed €5 million to programmes in seven
countries reaching over 37 million people with crucial
hygiene messages via TV, radio and print campaigns. Over
1,400 handwashing stations were installed in markets,
schools and health centres, giving 1.7 million people the
ability to wash their hands. We also provided training for
1,800 people to promote good hygiene and brought clean
water to 108,000 people. In collaboration with Mercy
Corps, we completed the renovation of the Bushara water
reservoir which was damaged by the eruption of the
Nyiragongo volcano. The reservoir supplies water to over
500,000 people in the city of Goma, DRC.
We continued to support local communities with donations
of €2 million in 2022. In Nigeria, South Africa, Ethiopia,
Mozambique, Rwanda, Burundi and Sierra Leone we
continued work with WaterAid and World Vision to provide
WASH (water, sanitation and hygiene). We also launched
three projects to improve public health centres in Amhara
(Ethiopia), Bujumbura (Burundi) and Kisangani (DRC).
€17.8m
committed to 146 health and water projects
since the start of the foundation in 2007
2030 goal
A social impact initiative in 100% of our
markets every year
Our goal is that 100% of markets will have a social impact
initiative in place each year. We want to make a positive
difference based on what matters most for each
community. That is why we require initiatives to support
one or more of the UN SDGs, as relevant to the
specific community.
By the end of 2022, 100% of our markets in scope had a
social impact initiative in place. Many of these
partnerships work to reduce social inequality, from
improving access to the labour market to empowering
women and indigenous communities. In Nigeria and the
US for example we support the development of
entrepreneurs that have limited access to capital and
resources. Other initiatives focus on the restoration and
preservation of natural habitats. In Vietnam for example
we started a partnership with WWF to restore ecosystems
in three critical river basins while supporting local
livelihoods. In Surinam, we joined a partnership with the
team of Professor Sieuwnath Naipal to plant mangroves
for coast protection and biodiversity support. In total, the
initiatives in place in 2022 represented a total investment
of €5.5 million.
We are constantly looking for ways to bring our Company
purpose, The Joy of True Togetherness, to life in a world
where people are hyper-connected yet increasingly isolated.
For example, our partnership with NGO, The Human Library,
hosts personal conversations designed to challenge stigma
and stereotypes. We also brought together a cross-section
of HEINEKEN colleagues and external thought leaders to
explore how we can catalyse the joy of true togetherness in
an increasingly polarised world.
Supporting refugees from Ukraine
When Russia invaded Ukraine, we partnered with Habitat
for Humanity in a co-ordinated effort to help Ukrainian
refugees find emergency accommodation and longer-
term shelter in Ukraine’s neighbouring countries.
Raising the bar on local sourcing
Our aim is to increase volume of agricultural raw materials
sourced locally in Africa by 50% by 2025 compared to
2020. In 2022, we achieved an estimated 26% increase –
almost 60,000 tonnes – above the 2020 baseline year.
Through a global fundraising effort, we contributed over
€1 million which enabled Habitat to support over 4,500
refugees with free short-term accommodation, 1,200 with
subsidised mid-term accommodation, and 10,000 with
shelter services at the border.
We also donated €700,000 to 20 local NGOs in the four
neighbouring countries. Immediate relief efforts were
focused on transport and legal assistance,
accommodation in hotels and apartments, medical and
psycho-social support, and access to reliable information.
Employees also opened their homes to Ukrainian refugees
and we provided support for Ukrainian colleagues to
relocate their families.
2025 goal
Local sourcing of agricultural ingredients
in Africa: 50% increase in volume
Our local sourcing projects in Africa have created jobs,
supported sustainable development of the agricultural
sector and improved the lives of rural communities. Our
approach has embedded local sourcing through a
business-led programme, which nowadays spans 30 value
chains across 12 operating companies.
This is driven by an over 40% increase in domestic raw
materials, notably from growth in Ethiopia, South Africa,
Egypt, Mozambique and Ivory Coast. The localisation of
barley and malt in Ethiopia continues to grow rapidly, with
a recent IFC report highlighting that the malting and
brewing sectors contributed close to ETB 18 billion in tax
revenue in 2021 and saved nearly USD 800 million in
import substitution.
Conversely, regional raw materials have declined by
almost 40%, largely because the scarcity of African sugar
has resulted in a need to switch back to imported sources
of supply.
Our local sourcing programme resulted in agricultural
raw material purchases with a total value of around
€250 million, which is double the value sourced in 2021.
This value is shared across our end-to-end supply chain,
benefiting farmers, aggregators, transporters and
processors, as well as their families and wider communities.
The introduction of barley as a new crop for farmers in
Africa continues to gather momentum, with varieties
registered in nine countries in 2022. This will help to ensure
our local sourcing keeps pace with the increasing demand
for local barley and malt, which is driven by
premiumisation of our brand portfolio across Africa.
Local sourcing brings benefits to farming communities,
governments and our Company alike. Substituting imports
also reduces the demand for hard currency (Forex), which
is a challenge in many markets.
We continue to work with partner experts in the local
sourcing programme, including the Wageningen
University on climate resilience and with IFC on the barley
development programme in Ethiopia.
However, creating stable agricultural value chains is
complex and increasingly impacted by climatic, socio-
economic and political volatility. We have learned that
resilience and long-term persistence is critical to success.
For example, through our barley sector development
programme in Ethiopia we have increased local sourcing
from less than 5% in 2018 to more than 70% in 2022.
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Responsible
Always a choice
2023 Goal
As society evolves, the number of adults who wish to
reduce their alcohol consumption continues to grow in
markets around the world. The trend towards moderation
continues with research showing that 67% of people who
consume alcohol are either moderating or looking to
moderate their consumption of alcohol.
We are actively building a positive choice for consumers
with our 0.0 beer portfolio of brands, recognising that this
is where we can have a real impact. Our aim is to empower
consumers by making it easier to select the right beer for
the right occasion, everywhere and at any time of day – be
that with or without alcohol.
Our 0.0 portfolio now includes global and local propositions
spanning a variety of taste profiles (lager, flavoured, non-
lager, etc.). 2022 saw the launch of the new Heineken
campaign – ‘Cheers To No Alcohol’ – which addresses the
feeling of exclusion that individuals often experience when
choosing not to drink alcohol at social occasions and shows
that Heineken® 0.0 gives everyone the opportunity to
enjoy social drinking moments together.
A zero alcohol option for two strategic
brands in majority (90%) of markets
Our ambition is to serve 0.0 always, everywhere – ensuring
our consumers around the world have a choice. This means
investing in building the category and developing
outstanding 0.0 beverages so that a non-alcoholic
alternative is always available where we sell beverages.
In 2022, our operating companies with a zero alcohol
option for at least two strategic brands represented 46%
(2021: 43%) of our total beer and cider volume.
Heineken® 0.0 was available in close to 110 markets by the
end of the year (2021: 100).
Building on this, our zero alcohol beverages category had
289 zero alcohol line extensions across 125 brands. The
next step in our journey is to focus on more brands tackling
the moderation agenda and bringing the messaging to a
new level.
Our focus on closing the gap between alcoholic and non-
alcoholic beer penetration resulted in strong double-digit
revenue growth in key markets such as Brazil, UK,
Netherlands, Germany and Hungary.
We also launched our global multi-brand always a choice
campaign, ‘The Choice Is Yours’. Applying a creative spin to
relatable occasions, the campaign reminds consumers that
they always have a choice between alcoholic and non-
alcoholic beverages.
We brought existing propositions to new markets (such as
Ecuador and Mozambique) and introduced new brand
extensions such as Cruzcampo Gran Reserva 0.0,
Desperados Virgin Mojito 0.0 and Zlaty Bazant Fresh Apple
Radler 0.0%.
Raising the bar on
responsible consumption
We believe alcohol, when consumed
in moderation, can be part of a well-
balanced lifestyle. That’s why we are
dedicated to leading the debate on
responsible consumption and are
taking action to decrease harmful
consumption.
Using the strength of our brands, we
aim to reach 1 billion consumers every
year by being bold in how we
communicate a zero tolerance attitude
towards harmful drinking. This includes
directing 10% of Heineken® media
spend towards promoting responsible
consumption. We are also empowering
consumers with our growing low- and
no-alcohol portfolio to ensure they
always have a choice. Advocating for
labelling transparency is an important
part of ensuring consumers can make
an informed choice about the products
they consume.
Contributing to the UN SDGs – Path to
moderation and no harmful use:
Learn more about our actions in the Responsible
section of our website
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Responsible
2023 goal
Clear and transparent consumer
information on 100% of our
products in scope
We advocate for labelling transparency so that
consumers can make an informed choice about the
products they consume. Responding to the evolving
landscape, we are aiming for clear and transparent
consumer information on 100% of our products in scope
by the end of 2023, including full nutritional information
and ingredients on pack, recycling and legal drinking age
symbols and a QR code on pack that links to further
information on alcohol and health.
In 2022, 24% of our products in scope have fully compliant
labels. The initial focus was on designing a label that could
be used effectively across the business. A global working
group is in place to support all operating companies to
implement the labelling changes and ensure full compliance
by the end of 2023. Nevertheless, we anticipate challenges
in the regulatory fields and our supply chain that might
impact our journey.
Address harmful use
Harmful drinking is damaging to the people directly
involved and their communities, as well as our industry and
our reputation. We have set up partnerships around the
world to tackle harmful use such as drink driving, under-
age drinking, excessive consumption, drinking while
pregnant and alcohol addiction.
Alcohol abuse is a complex societal issue and there is no
simple solution or one-size-fits-all approach. Different
regions have their own cultural attitudes towards alcohol
and the issues vary across countries and markets.
Because of this, tackling harmful drinking requires a
concerted effort by diverse stakeholders including
government, NGOs, consumer groups, police forces,
legislators, retailers, hospitality venues, communities,
schools and more.
Community engagement is key as local stakeholders know
what the issues are in their community and how best to
address them.
2030 goal
100% of markets in scope have a
partnership to address
alcohol-related harm
We develop partnerships together with governments and
society as the best way to make a difference. We have
made significant progress through our partnerships to
reduce harmful consumption and 100% of our markets
had a partnership by the end of 2022.
Underage drinking is a serious societal issue in many
countries and our operating companies are addressing the
issue through local initiatives.
In Croatia, our 10-year partnership with the
TESA Psychological Centre supports parents and teachers
to have meaningful conversations with teenagers.
58 schools applied to be part of the programme in 2022
and it continues to grow every year.
In Mexico, TECATE® 18+ is a nation-wide campaign in
partnership with SIX to invite Mexican adults to be part of
the solution. Limited-edition packaging directs consumers
to educational content and invites them to sign a pledge
and commit to the cause.
We believe that a combined industry effort will drive a much
bolder impact. This is why we participate in the International
Alliance for Responsible Drinking (IARD), a not-for-profit
organisation through which leading global beer, wine and
spirits producers work together to combat harmful drinking.
IARD works and collaborates with the public sector, civil
society and private stakeholders to advance this mission.
Make moderation cool
We have a long history of using our brands to make
moderate, responsible consumption cool. We leverage the
strength of our brands and ensure our message resonates
with consumers by creating innovative campaigns that
lead the debate.
To connect with the right audiences, we design Heineken®
campaigns to reflect different contexts and use a range of
digital media platforms and advertising assets.
Over the years we have created ground-breaking
campaigns such as ‘Sunrise Belongs to Moderate Drinkers’,
'Dance More, Drink Slow’ and ‘When You Drive, Never
Drink’. Each looks to change habits by advocating positive
behaviour rather than using criticism or shaming people.
2030 goal
10% of Heineken® media spend invested
in responsible consumption campaigns,
reaching 1 billion consumers
In 2022, our operating companies invested more than 11%
of Heineken® media spend in our two latest campaigns
dedicated to responsible consumption. In total, we reached
over 1.2 billion unique consumers worldwide within the
country borders of 47 operating companies. This outcome
is calculated using the Sainsbury Formula method which
allows us to estimate audience duplication to ascertain net
reach across multiple markets and digital media channels/
platforms. The approach has been validated by third-party
independent media auditors such as Ebiquity.
Introducing our new campaigns
‘When You Drive, Never Drink’ is our long-standing flagship
campaign which promotes an anti-drink driving message.
In 2022, we launched two new campaigns to deliver this
important message in an engaging and impactful way.
The Great Drivers campaign addresses one of the biggest
reasons for drink driving – overconfidence after drinking
alcohol. Research shows that 81% of people become
overconfident when they drink, believing they are a better
driver than they are. The campaign tackles this issue with
the help of faces from the world of F1® and W series:
McLaren Driver, Daniel Ricciardo, Oracle Red Bull Racing
Driver, Sergio Perez, and W Series Ambassador and Racing
Driver, Naomi Schiff. In the US, an activation was
deployed where consumers were given a chance to be
picked up in a McLaren supercar for taking an Uber after
drink, with 22,000 Uber codes redeemed.
We also launched ‘Riding Is Still Driving’, as more people
are preferring to use alternative modes of transport from
bicycles to e-scooters, but many don’t see these as ‘driving’
neither as a problem with using them while drinking.
However, with alcohol-related accidents increasing, we are
future-proofing our point of view that riding is still driving.
In Canada, ‘Riding Is Still Driving’ was amplified with a
campaign targeting bike stations in key cities across
Canada. And in the Netherlands, we activated the
campaign around the Dutch GP in Zandvoort, including an
Uber in-app activation and rewarding thousands of visitors
coming to the event by bike with a Heineken 0.0.
We will use what we learn from our campaigns and their
outcomes as a foundation for making moderation cool
over the next decade.
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Foundation
Foundation:
Our ways of
working
We know that we can only be
successful if we lead with integrity and
fairness, with respect for people, the
law and our values.
This is the purpose of our Foundation
which guides our day-to-day decisions,
actions, engagement and governance.
Our ways of working apply to all our
operating companies globally and
everyone who works at, or on behalf of,
HEINEKEN.
Responsible business
conduct
We are committed to conducting business with integrity
and fairness and with respect for people, the law and our
values. Our business conduct framework ensures that we
conduct business around the world in a responsible manner,
following the principles of the UN Global Compact and the
OECD Guidelines for Multinational Enterprises.
Code of Business Conduct
The HEINEKEN Code of Business Conduct sets out the
basic principles that we require every employee to observe
when acting for, or on behalf of, HEINEKEN. Underlying
policies available in 40+ languages give further guidance
on specific topics outlined in the Code.
We are in the process of reviewing and updating the Code
of Business Conduct as part of the regular monitoring and
updating of our compliance framework. The new Code of
Business Conduct will be launched in 2023.
Business conduct training for employees
We provide annual mandatory Code of Business Conduct
training to all employees worldwide. The training presents
practical dilemmas to encourage participants to explore a
range of responsible business conduct topics. In 2022,
almost 81,000 employees completed the training.
We take every opportunity to raise awareness and keep
employees engaged with understanding and applying the
principles for responsible business conduct. In 2022, this
included celebrating World Whistle Blower Day in June and
a campaign during the Week of Integrity in December.
Zero tolerance of bribery
and corruption
As a multinational company operating in more than 70
countries, we pay close attention to potential exposure to
bribery and corruption. Our principle is never to engage in
bribery and our anti-bribery framework is designed to
prevent, detect and respond to bribery and corruption
threats. The framework includes risk-based third-party due
diligence and internal and external awareness and training.
Training employees on anti-bribery
and corruption
Anti-bribery and corruption e-learning equips selected
employees to recognise and deal with potential bribery
challenges that they may encounter during their work. In
2022, almost 10,000 employees completed the training.
Anti-corruption policies – which cover bribery and other
topics such as conflicts of interest, fraud, money
laundering and gifts, entertainment and hospitality –
are also addressed in the mandatory Code of Business
Conduct training for employees.
We also require third-parties that may be exposed to
corruption risks to complete our third-party anti-bribery
and corruption training. This training reiterates our zero
tolerance of corruption policy and explains how to
recognise and resist bribery and speak up where needed.
In 2022, around 130 third-party employees completed
this training.
An effective Speak Up framework
Transparency and trust are a crucial foundation of our
culture and values. We encourage everyone to speak up
when they have questions or concerns about potential
misconduct such as fraud, discrimination, harassment
or corruption.
Multiple channels are available for employees and people
outside the Company to communicate concerns in
confidence and without fear of retaliation. Requests for
advice and sharing concerns are treated confidentially and
people can make reports anonymously.
Our Speak Up channels include a network of trusted
representatives (employees selected and trained to receive
and help register potential Speak Up reports) and an
external Speak Up service. This is run by an independent
service provider and is available 24/7, 365 days a year.
Speak Up channels are regularly communicated to
employees and third-parties to encourage their use.
In 2022, we carried out pulse surveys in more than
30 countries to understand potential barriers that may
prevent employees from speaking up. We are taking action
in response to the findings including further clarification on
various aspects of Speak Up and non-retaliation.
In 2022, we received over 2,400 reports of suspected
misconduct through Speak Up (2021: 1,700).
Reports received concerned allegations of fraud (25%),
discrimination and harassment (35%), conflicts of interest
(6%) and other issues (34%). 81% of the cases reported in
2022 have been closed and 19% are pending closure. 60%
of fraud cases, 42% of discrimination and harassment,
36% of conflicts of interest and 39% of other issues were
fully or partly substantiated, which led to an overall
substantiation rate of 46%.
Where appropriate corrective and preventive actions were
taken. Such actions include process and control
improvements, awareness-raising, training, coaching and
disciplinary measures ranging from issuance of a warning
to termination of employment.
We were not subject to any criminal or regulatory
investigations on the grounds of corruption including
bribery, facilitation payments, extortion, money laundering
and collusion.
Robust internal controls
Robust internal controls ensure we keep reasonable and
proportionate oversight of activities related to the
implementation and effectiveness of our business
conduct framework.
Learn more about this topic on our website.
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Foundation
Respecting human rights
Respect for people’s dignity and human rights is a
foundation of how we do business – both in our own
operations and across our entire value chain.
We follow the UN Guiding Principles on Business and
Human Rights and OECD Guidelines for multinationals.
Our Code of Business Conduct, Human Rights Policy and
Supplier Code guide how we assess, understand, avoid and
address human rights-related risks around the world. These
are available in 40 languages to ensure information is
accessible to intended audiences.
Tackling human rights issues requires multi-stakeholder
collaboration and sharing of expertise internally and within
and beyond our industry.
Addressing human rights in operating companies
To date, we have carried out on-site human rights risk
assessments and action planning workshops with 16
operating companies. These are followed up with actions
to address salient risks. Risks differ by country and include
topics such as discrimination, excessive working hours,
harassment, road safety and working conditions of third-
party employees and farm workers.
In 2022, we took the time to reflect on the outcomes of
workshops and to evaluate the capabilities of our operating
companies for managing human rights risks. As a result, we
decided to strengthen governance and support operating
companies to further embed the Human Rights Policy
before proceeding with more workshops.
We launched a standalone internal Human Rights control
for operating companies to self-assess standards and
accountability for implementation of our Human
Rights Policy.
In 2022, we also updated and published Human Rights
Policy implementation guidelines which provide practical
advice on implementing our Human Rights Policy. We
have published the guidelines on our Company website.
In 2023, we plan to develop a human rights e-learning
module and re-launch workshops in a refreshed format.
Human rights audits
Human rights remain as a top risk and awareness and focus
on the topic has increased significantly in the last three
years. We have performed 30 human rights reviews to
assess performance across all four regions since 2019. We
use the information provided to address human rights issues
and risks. HEINEKEN employees and on-site outsourced
employees are within the scope of these assessments.
In 2022, we completed nine reviews spanning the Europe,
Americas and Asia Pacific regions. In the Africa, Middle
East & Eastern Europe region, we worked closely with
social assessment experts, Partner Africa and Elevate to
conduct human rights audits in the Africa, Middle East &
Eastern Europe and Asia Pacific regions.
Respecting human rights in high-risk contexts
When we enter a market, we become part of the economy
and are embedded in the local market. Some countries will
go through periods of volatility which can present
significant challenges and dilemmas for governments,
citizens and long-term investors like us.
Experience has shown that we need to be prepared to deal
with high-risk contexts that could impact our business and
the human rights of our employees and people connected
to our business. The risk of human rights violations can be
disproportionately high in areas of poor governance,
volatility and political instability. We constantly review
whether we can continue to operate in such contexts and,
if so, how we can manage risks to people.
These audits have resulted in 107 findings (29 high- and
78 medium-risk findings) since 2019. Findings differ per
country and include topics such as excessive working
hours, insufficient policy awareness, discrimination,
working conditions of third-party employees, etc. We use
the findings to take action with operating companies and
inform our overall human rights approach.
When identifying volatile countries, and specifically what
a volatile context could look like for our business, we are
guided by external experts to consider conflict, security
and factors such as governance, socioeconomics and
potentially vulnerable groups. Countries included in this
category will change over time and in relation to our
portfolio of operating companies.
In 2023, we plan to conduct a root cause analysis to
identify and explore risks and recurring patterns found in
the past four years, along with a risk-based review of
internal management systems and controls related to our
supplier code of conduct.
To guide operating companies that are operating in volatile
locations, we include specific information on respecting
human rights in high-risk contexts in our global Human
Rights Policy. We have also designed a set of ‘Golden
Principles’ and corresponding actions and conducted
workshops on how to operate in high-risk contexts.
In 2022, we developed and launched a Volatile
Environments playbook. It provides clear guidance for
operating companies on how to identify and navigate
volatile circumstances in line with applicable standards
and guidance from external experts. The playbook steers
local action to understand context and impact, get to
know and connect with stakeholders, develop governance
structures and train employees.
We are now implementing action plans and will include
new operating companies within the scope of the initiative
should their environment become volatile or more volatile.
Security and human rights training
We have developed an operational framework that
supports operating companies to maintain the safety and
security of people and assets with respect for human rights
at its centre.
We launched new trainings for security staff in line with
the Voluntary Principles on security and human rights,
focusing on operations in volatile environments. This
training is designed to ensure security service providers
have the knowledge and understanding to conduct daily
tasks in compliance with international standards on
security and human rights and with our policies regarding
human rights and ethical conduct.
Trainings are in person and have now been conducted in
five operating companies including Ivory Coast, Democratic
Republic of Congo, Ethiopia, Burundi and Mozambique in
2021/2022. We aim to conduct further training in 2023.
Human rights supplier due diligence
Our impact on human rights can occur wherever and
however we operate – including through the activities of
our direct suppliers and their own suppliers.
We are committed to conducting business with integrity
and fairness and with respect for people, the law and our
values. We expect our suppliers to commit to responsible
business conduct at all times. Our Supplier Code
Compliance Procedure is implemented across all global
operating companies.
In 2022, we teamed up with a new partner to enhance the
procedure and began piloting an end-to-end third-party
risk management platform to perform environmental,
financial and human rights screening and due diligence
for suppliers.
These structural changes to our third-party risk
management aim to provide the foundation for better
insights, data and supply chain transparency.
Creating systemic social change and improving labour
conditions of workers in our value chain and around the
world requires proactive collaboration with our suppliers
and many other stakeholders. In 2022, we co-sponsored
an AIM-Progress Supplier Capability Building event in
Brazil. The focus was on health and safety, human rights
due diligence, working hours, remuneration and benefits,
water resilience and management of subcontractors.
Learn more about this topic on our website.
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Recommendations of the Task Force on Climate-related Financial Disclosures (TCFD)
Taking action on
climate risk
In April 2021, we announced our Brew a Better World
2030 strategy to raise the bar on HEINEKEN’s
environmental, social and responsible consumption
ambitions. The strategy underpins our focus on climate
action and translates our ambition into targets and
action plans to reduce emissions, help restore healthy
functioning watersheds and maximise the circularity of
products and processes.
We are committed to following the recommendations
of the Task Force on Climate-related Financial
Disclosures (TCFD) which aim to advance global
efforts to improve quality and consistency of climate-
related information. We actively support the move to
universal and comparable disclosures and see the
TCFD recommendations as an important step towards
fully embedding climate-related risks and opportunities
into business risk management and strategy.
Why climate risk assessment is important
for HEINEKEN and its stakeholders
How HEINEKEN addresses climate risks
and opportunities
Climate change is a global threat to humanity that will
shape the way we do business in the coming decades. The
Intergovernmental Panel on Climate Change (IPCC) Sixth
Assessment Report, published in 2021, states that human-
induced climate change is causing dangerous and
widespread disruption to nature and affecting the lives of
billions of people, despite efforts to reduce the risks.
Urgent action is required to avoid mounting loss of life,
biodiversity and infrastructure. As highlighted by our most
recent materiality assessment, climate change and its
implications on our business are a material topic for
HEINEKEN and its stakeholders.
In 2021, we set our greenhouse gas (GHG) emissions
targets for 2030 in line with the goals of the Paris Climate
Agreement and the IPCC report. These targets have been
validated by the Science Based Targets initiative (SBTi).
Our goal is to reach net zero emissions by 2040 across our
value chain, 10 years ahead of the Paris Climate
Agreement deadline. To drive progress, we set an interim
target to reach net zero in scope 1 and 2 and reduce scope
3 emissions by 21% by 2030. Overall, this means we will
aim to reduce absolute emissions across our value chain
by 30% by 2030.
Our journey to net zero will be challenging, requiring
co-ordinated action with suppliers, academics, customers
and other stakeholders. As well as tackling our climate
impacts, we will use our voice as a global company to
influence public policy and help drive the transition to a
low carbon future.
Our road to net zero emissions represents a major
transformation in the way we operate and means we
must continuously evaluate our impact on climate change
and how it affects us. Risk management is an inherent
element of doing business at HEINEKEN and it is
supported by strong governance. This includes addressing
climate risks and opportunities as an integral part of
EverGreen, our balanced growth strategy.
The Financial Stability Board’s TCFD recommendations
guide companies to provide clear and transparent
disclosure of their governance, strategy, risk management,
metrics and targets in relation to climate change risks,
opportunities and action. We followed TCFD guidelines to
identify relevant climate-related risks for our business.
For the top three identified risks we assessed financial
impact considering two global trajectories; one
corresponds to the baseline goals of the Paris Climate
Agreement to limit global temperature increase to 1.5°C
compared to pre-industrial levels, while the other
corresponds to the implications of a society failing to
deliver enough decarbonisation efforts, leading to a global
temperature increase of 3-4°C.
First year assessment
This is HEINEKEN’s first TCFD-based analysis. Conclusions are
based on high-level estimations and assumptions, given the
uncertainties related to applied factors and evolving
methodologies. Therefore, this year we reported financial
impacts of selected climate-related risks qualitatively and
comparatively to each other and not wider business risks.
Next steps for 2023 and beyond will include enhancing accuracy
of impact assessments and integrating the actions of this analysis
in our operational model and decision-making processes.
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Climate-related risk governance
Strong governance for sustainability, which includes climate-related risk, is crucial for enabling success of our overall
business strategy. Sustainability has been included as part of the Green Diamond, a ‘North star’ of the Company’s
EverGreen strategy and long-term value creation model, alongside top-line growth, profitability and capital efficiency.
The broad range of sustainability issues, including identification and monitoring of climate risks, are embedded in
HEINEKEN’s governance. The governance bodies presented in the below overview are key forums where sustainability
is discussed. Climate-related risks and other information are discussed by these bodies as and when required in the
course of the Company’s business.
Supervisory Board level committees
Supervisory Board
The role of the Supervisory Board is to supervise the
management by the Executive Board as well as the
general affairs of the Company and its affiliated
enterprises. As part of this role, it has oversight of, amongst
others, sustainability matters including climate risk.
The Sustainability and Responsibility Steering
Committee (S&R SteerCo), chaired by the CEO, is central
to climate-related risk management across the organisation.
The S&R SteerCo oversees the execution of the Brew a
Better World agenda including delivery of the climate
strategy and adequacy of response to identified climate
risks. The SteerCo gathers at least every quarter.
The Sustainability and Responsibility Committee
focuses on supervising the activities of the Executive Board
with respect to environmental, social and responsible
consumption matters. This includes a periodic review and
evaluation of the Company’s sustainability and
responsibility performance and progress against its
objectives, including climate risks. The Committee meets
four times per year.
The Audit Committee supervises the activities of the
Executive Board with respect to the publication of financial
information and other areas like governance, risk
management, non-financial reporting, and compliance
with internal and external audit recommendations for
these areas. The Committee meets at least twice a year.
The Remuneration Committee, meeting at least once a
year, makes recommendations to the Supervisory Board
on target setting, including for sustainability matters.
Executive Board level committees
Executive Board
The primary duties of the Executive Board are to initiate and
set the corporate strategy and to manage the Company,
including the sustainability strategy which is one of the
Company’s top priorities. Material climate-related topics are
subject to approval by the Executive Board.
Executive Team
The role of the Executive Team in the sustainability area is
to ensure effective implementation of our Brew a Better
World strategy across the organisation. Several members of
the Executive Team are members of the Executive Board
level committees and the Managerial level committees.
The Risk Committee, chaired by the Chief Financial
Officer (CFO), regularly reviews the group’s risk assessment
that summarises the Company’s key risks, associated
mitigating actions and monitoring activities. Climate risks
are considered among the top risks. The Risk Committee
meets three times per year.
The Disclosure Committee reviews and advises on
material public disclosures, including TCFD reporting.
Topics considered by the Board committees in 2022
included, amongst others, our strategy, goals and
performance on scope 1, 2 and 3 carbon emissions and
water protection, related investment plans, climate-related
risks and other TCFD implementation and disclosure aspects.
Managerial level committees
The Carbon Steering Committee informs the S&R
SteerCo and reviews the progress of our net zero carbon
programme towards set targets. The Towards Healthy
Watersheds Steering Committee informs the S&R
SteerCo and reviews the progress of our water programme
towards set targets. Amongst other matters, the SteerCos
consider the impact of climate-related risks and monitor
progress through tracking tools and dashboards. The
Carbon SteerCo gathers every six weeks. The Towards
Healthy Watersheds Steering Committee gathers at least
three times a year. The CSRD Steering Committee,
which will focus on monitoring implementation of the
upcoming EU CSRD/ESRS requirements, started its activities
in February 2023.
We link targets to remuneration
In early 2022, following the proposal of the Remuneration
Committee, the Supervisory Board proposed to align the
remuneration policy of the Executive Board to the
EverGreen strategy and our Brew a Better World strategy.
The Annual General Meeting of Shareholders subsequently
approved the introduction of ESG-related performance
measures in the long-term incentive plan of the Executive
Board in April 2022. Long-term incentive remuneration is
tied to two environmental targets (on carbon and water
usage) and one social target (on gender balance). The
sustainability-tied part of the long-term incentive plan
accounts for 25% and is linked to the performance over a
three-year period. These targets are cascaded to the senior
management community.
For further information on the corporate
governance and remuneration please see pages
44–51 and 59–69
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Strategy and climate-related risk management
How climate-related risks were identified
Identification and assessment of climate risks and their
impacts is a new and complex exercise. To identify and
assess the key risks, a dedicated task force team was set
up. This included risk management specialists, internal and
external subject matter experts and business strategy
specialists. We performed scenario analysis following
TCFD recommendations and analysed impacts of
identified risks in line with our risk assessment
methodology. Explanation of the methodology used for
financial assessment of the three key climate-related risks
is provided in the following sections of this report.
Based on the methodology applied and impact and
likelihood analysis, we have added climate change in the
risk management section of this report, highlighting
carbon pricing, water stress and climate-related barley
yield losses as the main elements.
The identified risk went through the established levels of
approval as per the risk management governance
(approved by the S&R SteerCo and the Risk Committee
and reviewed by the Supervisory Board S&R Committee)
and was included in our general risk management process.
How climate-related risks are managed
We continuously monitor and evolve our climate risk
management and mitigating actions. Throughout the
year, the Risk Committee reviews relevant risks to assess
their potential impact on our business model, operations,
performance, stakeholders, values and solvency or
liquidity. Due to their specific and broad reaching nature,
the identified climate-related risks are also regularly
discussed at meetings of the S&R SteerCo and managerial
level committees like Carbon and Towards Healthy
Watersheds Steering Committees.
Climate risk management is integrated into our overall
governance process to ensure we achieve our strategic
GHG reduction goals and prepare for how climate change
will impact our operations and value chain. A climate risk
conscious approach is also being embedded in our ways of
working, recognising that a proactive attitude towards
managing climate risks is essential in our day-to-day
operations to ensure delivery of our strategic objectives.
Due to the high uncertainty of climate factors, monitoring
the significance of risk categories will be an ongoing
process considering changes in external conditions and
scenario assumptions. We will revise and update our
detailed scenario analysis every two years and reassess
identified climate risks annually. This scenario analysis and
climate-related risk assessment may be conducted more
frequently in the event of significant political and
economic changes or a drastic change in climatic factors.
Read about the Company’s Risk management
framework on pages 34–39
How we used scenario analysis
We conducted our first detailed scenario analysis for
climate risks following the TCFD guidance in 2022. When
developing relevant scenarios based on the IPCC1 and IEA2
scenario models, we considered two climate scenarios,
to test a full range of impacts:
– the global temperature increase of 1.5°C to preindustrial
levels as the baseline goal of the Paris Climate
Agreement; and
– the 3-4°C scenario reflecting the implications of a
society failing to deliver enough decarbonisation efforts.
Every company selects its own time horizons for scenario
analysis and must factor in the specifics of its operations
and features of corporate governance and planning. For
the purpose of the development of the two scenarios and
the assessment of HEINEKEN’s exposure and financial risk,
we applied the long-term timeframes 2040 and 2050.
The scenarios were developed to assess HEINEKEN’s
exposure and financial risk in a structured way, through
the following activities:
1. Scenario scoping was conducted by identifying macro-
level driving forces. These can be described as
underlying reasons of change and may relate to
changes in technology, customer preferences,
government interventions through regulation,
competitor moves, and supplier or sourcing instabilities.
2. Forward-looking data from recognised scientific sources
such as IPCC1, IEA2, NGFS3, WRI4 and FAO5. This
includes climate models and projections which were
used to inform the two scenarios.
3. PESTEL6 analysis was performed to describe each of the
dimensions for the two scenarios: political; economic;
social; technological; environmental and legal.
Input from HEINEKEN’s strategy, risk management and
sustainability teams led to the selection of a range of risks
for qualitative impact assessment, as presented in the
charts on this page.
From the list of highly rated risks, we selected three most
material risks for financial impact quantification based on
the above-described scenarios. These three risks are
related to:
– carbon pricing impact on value chain and
own operations;
– water stress impact on own operations; and
– climate-related barley yield losses.
Other risks and opportunities identified as potentially
relevant and material are monitored and will be further
assessed during the next stages of our TCFD analysis.
Risks for HEINEKEN in a 1.5°C scenario
Risks for HEINEKEN in a 3-4°C scenario
1 International Panel on Climate Change (IPCC).
2 International Energy Agency (IEA).
3 Network for Greening the Financial System (NGFS).
4 World Resources Institute (WRI).
5 Food and Agriculture Organization (FAO).
6 A PESTEL analysis is a strategic framework commonly used to evaluate the
business environment in which a firm operates.
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Climate-related risk assessment outcomes
A high-level assessment of gross financial implications of the three risks is presented below. This does not take into account mitigation strategies being implemented across the business and supply chains. Given the assumption-based approach
and wide range of uncertainty on financial impact, we present results qualitatively. The financial impact overview in the table below shows the comparative impact of climate-related risks in relation to each other, not wider business risks. Going
forward, we will deepen granularity and increase assessment accuracy of the financial implications of our ambition to transition to net zero by 2040 in line with the new SBTi1 Net-Zero Standard.
Financial impact of climate-related risks, in relation to each other
1.5⁰C scenario
3-4⁰C scenario
Selected potential risks
2040
2050
2040
2050
Risk drivers and assumptions
Carbon pricing on supply chain and
own operations
Regulatory events to drive change
in energy/supply costs
Water stress on own operations
Price increase due to instability
in supply and regulations
Climate-related barley yield losses
Low yield to impact agri-commodity
prices and volatility
Quantification approach
Carbon pricing
Higher
Higher
Medium
Higher
– Changing and more constricting regulations and (climate) ambitions could drive implementation of taxes or market schemes. This could translate into
rising direct and indirect costs linked to carbon emissions, where the strongest impact would likely be on costs of sales linked to raw materials, production
and distribution emissions.
Percentage of emissions subject to carbon pricing. For the purpose of the analysis, it is assumed that all emissions are covered.
– Development of HEINEKEN’s future GHG emissions in line with regular business growth.
–
– Development of future carbon prices based on the IEA, IPCC and NGFS.
–
Extent of suppliers’ cost increase passed on to the Company. In this first analysis we assumed that all costs are absorbed by HEINEKEN.
Higher
Higher
Higher
Higher
– Risks related to water may be experienced through exposure to water-related challenges – for example water scarcity, water stress, flooding, droughts –
that may affect our manufacturing facilities’ ability to supply water-based products due to lack of freshwater supply.
– Development of HEINEKEN’s future water footprint in line with regular business growth.
– Development of future water prices based on water stress levels and maturity of different technological solutions.
– Development of regulatory water usage restrictions during extended periods of extreme water stress and high seasonal variability
(assumed that up to 100% of water usage is reduced for 14-30 days).
Lower
Lower
Lower
Lower
Elements of climate change such as increased temperature, extreme weather events and water scarcity are likely to impact barley yield.
–
– While average yield losses are relatively limited, annual variability is expected to strongly increase. This could have an impact on price.
–
– Climate change crop yield factor: development of agricultural yield based on FAO and W. Xie et al. (2018) future projections.
–
Future development of key commodity requirements against regular business growth.
Price response factor: direct 1:1 inverse relationship between crop yield and price.
Water stress
Barley yield
1. From desk research, obtain expected carbon pricing per scenario and regional
breakdown2.
1. From desk research, obtain baseline and expected changes in water stress and seasonal
availability per site3.
2. Establish baseline carbon emissions.
3. Scale carbon emissions based on expected annual growth rate.
4. For each time horizon, scenario and country, calculate the gross financial impact on
HEINEKEN business, based on the scaled emissions and carbon pricing outlooks. Scale
according to emissions data coverage.
2. Establish baseline water requirements based on production volume and average water
usage data, and business disruption value based on insurance data.
3. Scale water requirements based on expected annual growth rate.
4. Establish how change in water stress/seasonal variability drives changes in water pricing
and operational disruption frequency.
1. Establish baseline barley requirements based on sourcing data.
2. Establish baseline barley cost.
3. Scale barley requirements based on expected annual growth rate.
4. From desk research, calculate expected change in barley yield over time per climate
scenario and supplier country4.
Inversely apply percent change in yield to commodity price to calculate commodity
price per year.
5.
1 Science Based Targets Initiative.
2 External data sources for carbon pricing include: IEA World Energy Report, Macro Drivers, IPCC Public Database (version 2.0), and NGFS Scenario Explorer.
3 External data sources for water risk include: World Resources Institute, Aqueduct Water Risk Atlas, IBNet Tariffs Database.
4 External data sources for barley yield loss include: FAO, Food and Agriculture projections to 2050 crop production, and Xie, W., Xiong, W., Pan, J. et al. Decreases in global beer supply due to extreme drought and heat.
5. For each time horizon, scenario and country, calculate the gross financial impact on
HEINEKEN business, based on the scaled water requirements and water pricing
outlooks, and business disruption occurrences and disruption values.
6. For each time horizon, scenario and country, calculate the gross financial impact on
HEINEKEN business, based on the scaled barley needs and barley pricing outlooks.
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Resilience to climate-related risks
Impact of carbon pricing
Carbon pricing, taxation and emissions trading schemes
are anticipated to be the primary levers through which
governments around the world will regulate emissions and
incentivise decarbonisation. This will impact our business
and value chain throughout the world, potentially
increasing the price of (amongst others) raw materials,
energy and equipment.
Key implications
– Prices within climate models account for direct taxation,
regulatory measures and secondary market effects.
– Impacts are modelled on HEINEKEN’s energy and
supply costs.
– This assumes all sectors – including the agricultural sector
which is largely exempt from carbon pricing schemes
today – will be covered by carbon pricing schemes.
– The impact on HEINEKEN can be high in the 1.5°C
scenario. Under this scenario, the strategic importance
of delivering on our net zero strategy to mitigate carbon
pricing impact is key.
– The main uncertainty of the 1.5°C scenario is whether
agricultural emissions will be included in future carbon
pricing schemes.
How the risk develops in two scenarios
1.5°C scenario:
– Steep carbon pricing of all activities across the
value chain is used to incentivise businesses to
meet 1.5°C goals.
– Price levels increase, ranging from €50 – 760/
tonne1, depending on the IPCC or IEA data source
and region of emissions.
3–4°C scenario:
– Carbon pricing schemes differ regionally and prices
remain low, with a smaller percentage of value
chain activities covered by carbon pricing.
– Price levels range from €0 – 80/tonne1 depending
on data source and region.
Our strategy to address the impact of carbon pricing
We aim to be net zero across our value chain by 2040.
To achieve this goal, we have set an intermediate target to
reduce 30% of absolute emissions across our value chain
by 2030, and we aim to reach net zero in scopes 1 and 2
also by 2030. To achieve these goals, we are optimising
our beverage production processes and reducing energy
consumption. We will replace our remaining energy
demand using renewable sources for both electricity and
thermal energy as much as possible. To reach 100%
renewable electricity, we are adopting an array of on-site
and off-site solutions – from solar, wind and hydro power
to procuring Energy Attribute Certificates (EAC) in markets
where we face challenges to signing Power Purchase
Agreements (PPA). For thermal energy, we are developing
roadmaps for investment in distinct technologies such as
bioenergy (biomass, biogas, biomethane), heat pumps
and solar thermal.
In addition to the above, we are a member and follow the
guidance of the RE100 initiative to adopt a hierarchy of
solutions that prioritises new assets.
Gradually reducing our carbon footprint and introducing
cutting-edge technologies will mitigate our impact on the
environment and contribute to the goals set by the Paris
Climate Agreement. It will also enhance our resilience to
transitional risks such as the carbon cross-border tax and
national quotas for GHG emissions.
For more information on our carbon initiatives,
see pages 134–137
For information on Metrics we use to monitor our
progress,see page 136
In parallel to reducing scope 1 and 2 emissions, we are
working with suppliers to implement new capabilities,
optimise processes and encourage them to set SBTi
approved targets to reduce our scope 3 emissions across
all categories. We have developed roadmaps with our top
16 operating companies for scope 3 emissions reduction
including, amongst others, low carbon farming
programmes, efficient fridge adoption, shift to low-
emission vehicles and light weighting packaging.
We have financed a climate school for 40 of our strategic
suppliers to educate them on GHG emissions, climate risk
and science based targets. Finally, we collaborate with
various platforms (RE100, BIER, The Climate Pledge) to
move the sector towards decarbonisation. In Q4 2022, we
reviewed our scope 3 strategy and identified focus areas
to be implemented to reach our 2040 target, including
supplier and customer decarbonisation, portfolio
management and focus on specific markets.
We will follow the SBTi Net-Zero Standard, compensating
for any residual carbon emissions we have not been able
to reduce or replace as a last resort by investing in verified,
high-quality carbon credits.
Development of emissions against average carbon prices
Forecast of carbon prices development towards 2040 mapped vs. reduction of carbon emissions in line with our
net zero strategy goals, which aim to mitigate the carbon pricing risk impacts.
1 IEA World Energy Report, Macro drivers https://www.iea.org/reports/world-
energy-model/macro-drivers
SSP Public Database (Version 2.0) https://tntcat.iiasa.ac.at/SspDb
NGFS Scenario Explorer https://data.ene.iiasa.ac.at/ngfs/
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Resilience to climate-related risks
Impact of water risk
Periodic insufficient local water availability could lead to
inability to meet operating demand for water at
HEINEKEN locations, especially those in water-stressed
areas. This is likely to limit our manufacturing sites’ ability
to produce products due to potential regulatory
restrictions and prioritisation of water use for local
communities during extreme drought periods. At the same
time, water prices are likely to rise with increased levels of
water stress in the form of taxes and tariffs to compensate
for technologies to sustain freshwater supply, further
impacting operating costs.
Key implications
– Insufficient local water availability during certain
periods results in inability to meet operating demand at
HEINEKEN’s locations.
– Forced operational disruptions due to regulatory
restriction of water use leads to loss of business revenue.
– Sudden increases in water prices in the form of taxes
and tariffs push up operating costs.
– Physical water stress is expected to be worse in a 3-4°C
scenario depending on locations (in general according to
IPCC, wet regions will get wetter and dry regions drier).
– The combined water stress impact of financial and
physical exposures is estimated to be higher globally in
a 1.5°C scenario due to increasing international
regulatory restriction on water use, expansion of water
pricing mechanisms and extraction regulations.
How the risk develops in two scenarios
1.5°C scenario:
– Nearly a fifth of HEINEKEN’s sites (31) are currently
exposed to water-stress.
– An increase in water-stressed sites is expected.
– Main impact is through the regulatory restrictions
and access protection.
3–4°C scenario:
– Water stress is expected to worsen under a 3–4°C
scenario in some countries where we operate, based
on the WRI Water Risk Aqueduct.
Our strategy to address water risk
We continue to focus on delivering our Towards Healthy
Watersheds strategy to protect the watersheds from which
we source our water and build resilience to water
availability and pricing risks. Our ambition is to fully balance
and replenish 100% of water used for our products back to
the watershed by 2030 through multi-year water balancing
activities and collective action in water-stressed sites. 26 of
our 31 sites located in water-stressed areas have started
watershed protection programmes with the aim to fully
balance our water use in production by 2030. Our next
steps will include deep-dive analyses for the significantly
exposed countries identified based on a long-term outlook,
assess the impact of climate change on water across our
value chain and map water-stress exposure against
mitigation actions. On pricing, we will conduct a true cost of
water exercise to apply internal water pricing for
investments, especially in water-stressed areas.
We anticipate that our future water withdrawal will
increase, driven by organic and inorganic business growth.
We will continue to drive water usage reduction by
implementing good practices and treating our wastewater
across our operations. In water-stressed areas, we manage
risks through a combination of water usage, water
circularity and water balancing to protect the overall
watershed health.
We will continue our three-step water risk screening
approach to understand watershed risks to support
prioritisation of interventions and stakeholder engagement
in water-stressed areas.
These are:
– Annual water security assessment by the local team.
– Risk screening every five years using tools such as the
WRI Water Risk Aqueduct, and geospatial data
mapping as an additional layer of information on
watershed risks.
– Source Vulnerability Assessment, which is a detailed
analysis of a watershed, its impact and possible
solutions conducted by an independent third-party with
hydrogeological experience.
All sites are assessed for physical water quantity risk,
physical quality risk and regulatory and reputational risk.
Datasets from the risk screening help us to shape a
contextual approach when supporting watershed health
and develop roadmaps for action through to 2030.
Strategic partnerships enable us to deliver Towards Healthy
Watersheds: for example, we are part of the UNGC’s CEO
Water Mandate Water Resilience Coalition where we work
together to identify collective action opportunities. We are
also members of the Beverage Industry Environmental
Roundtable (BIER) where we co-supported the
development of industry guidance on water circularity.
In addition, we actively participate in several local water
funds and alliances around the world, such as the Monterrey
Metropolitan Water Air Fund (FAAMM) and the Indonesia
Industry Water Coalition. We engage with suppliers of
agricultural commodities ranging from barley, maize, apple
and hops on water-related issues and request that our
suppliers report on water use, risks and/or water-related
management information through the Sustainable
Agriculture Initiative Platform.
For more information on our water initiatives, see
pages 139–140
For information on Metrics we use to monitor our
progress, see page 140
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Resilience to climate-related risks
Our strategy to address impact on barley yield
Climate change impact differs per country. Based on our
climate study, we have identified countries that benefit
from moderate temperature increases and others which
suffer a decline. In response to that, HEINEKEN takes a
number of actions.
In our current barley-sourcing regions, we are developing
low carbon farming practices to deliver our goal of a net
zero value chain by 2040. HEINEKEN’s Low Carbon
Farming Programme (LCFP), launched in 2020, begins
with pilot farms to test new practices, technologies and
nature-based solutions to validate the impact. In most
cases, we engage the farmers via our (processing) suppliers
like maltsters. They advise farmers on different
regenerative protocols (e.g. cover cropping, no tillage,
organic matter use) and seeds/fertilisers that can be used.
The farmers decide which protocols to apply, so they are in
the lead of their farming and harvesting process. In 2022,
we worked on more than 200 projects globally, including in
Mexico, Brazil, France, UK, Ireland and Australia. Pilots in
2021 show a 25% CO2 emissions reduction and 40%
increase in CO2 sequestration.
These measures bring us closer to regenerative agriculture
initiatives which will cover wider areas such as water,
biodiversity, soil health and farmer livelihoods.
We source barley from geographies including Western
Europe, Central and Eastern Europe, UK, Scandinavia,
Australia, USA, Argentina, Mexico, Brazil and others. This
brings flexibility to our supply chain which helps mitigate
climate impacts globally. We are partnering with one of
the leading research institutions in this field to assess the
physical climate change risk for barley growing areas
globally up until 2050, with deep-dive assessments in
Europe and the Americas. Using an advanced cropping
systems model and tailored crop, water and soil
parameters, we are able to identify the risk of yield
reductions and opportunities for the development of new
barley sourcing areas. Developing responsible agricultural
supply chains to increase our volumes of sustainable raw
materials is a key priority for growing our business and a
crucial lever for reducing our carbon footprint.
One of the targets of our Brew a Better World strategy is
that 100% of our main ingredients – hops and barley – will
be sustainably sourced by 2030. We aim to achieve this by
increasing our support to suppliers and committing to
higher agricultural standards. We base our standards for
sourcing sustainably cultivated crops on the globally
recognised Sustainable Agriculture Initiative Platform.
This requires the efficient production of safe, high quality
agricultural products in a way that protects and improves
the natural environment, social and economic conditions
of farmers, their employees and local communities, and
safeguards the health and welfare of all farmed species.
For more information on our barley initiatives
see page 137
For information on metrics we use to monitor our
progress, see page 137
Impacts of changes of barley yield
High quality agricultural commodities such as malting
barley and hops are essential for the production of our
beers. Negative climate impacts on agricultural yield and
quality will affect agricultural commodity prices and
market volatility, increasing our future cost of supply.
Key implications
– Barley represents 70% by volume of agricultural
commodities in our supply chain. As a result, the
quantification of risk and impact is mainly focused
on barley.
– Increasing negative climate impacts on agricultural
yields and quality may result from changes in
precipitation, temperature and evapotranspiration.
– This could impact agricultural commodity prices
and market volatility, increasing cost of supply
for HEINEKEN.
– Most of the exposure to yield impacts on barley is
concentrated in Europe and Latin America.
– While average yield losses are relatively limited,
annual variability is expected to increase significantly,
which could affect price.
How the risk develops in two scenarios
1.5°C scenario:
– Increasing annual yield variability driven by climate
change effects.
– Yield impacts fluctuate depending on
sourcing country.
– Yield loss expected for some key sourcing countries.
3-4°C scenario:
– Increased annual yield and quality variability
driven by climate change effects compared to
1.5°C scenario.
– Yield impacts vary in higher ranges per
sourcing country.
– Yield loss and impact on quality in all main
sourcing countries.
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Evolving our approach
We believe that adopting the TCFD recommendations will
help HEINEKEN to provide its stakeholders with robust
information on climate-related risks and how we are
managing them in the short, medium and long term. We
are also embedding a climate-conscious approach to key
decision-making processes, especially those that involve
significant investment such as the development of
greenfield projects.
We will continue to develop our assessment of climate
change-related risks and opportunities, enhance the
quality of our scenario modelling and impact
quantification, and further embed our approach to risk
management and mitigation throughout HEINEKEN. The
wide geography of our operations means it is crucial to
monitor and analyse climate change impacts at regional
and country levels.
One of our main goals is to make climate change-related
risk and opportunity management an integral part of our
operational model across our global organisation. This is a
constantly evolving process with the quantification of
financial impact and methodologies, which are being
continually refined. We will actively engage in discussions
with internal and external stakeholders and experts to
develop our understanding of climate risks, support action
and inform decision-making as we progress towards our
2040 ambitions.
Disclaimer
This disclosure is focused on climate-related risks and
opportunities following the recommendations of the TCFD.
This disclosure contains forward-looking statements based
upon current expectations, high-level estimations and
assumptions regarding anticipated developments and other
factors and focuses its scope on key risks. These forward-looking
statements and resulting scenario analyses are based on both
publicly available and internal information and are intended to
estimate the circumstances of HEINEKEN. Although we
endeavour to provide accurate and timely information, there
can be no guarantee that such information is accurate as of the
date it is received or that it will continue to be accurate in the
future, as this is subject to risks and uncertainties that could
cause actual results to differ materially from those expressed in
the forward-looking statements and scenario analyses.
Many of these risks, expectations and uncertainties relate to
factors that are beyond HEINEKEN’s ability to control or
estimate precisely, such as future market and economic
conditions, the behaviours of other market participants,
changes in consumer preferences, costs of raw materials,
interest-rate and exchange-rate fluctuations, changes in tax
rates, changes in law, the actions of government regulators and
physical impacts of climate change.
No one should act on or place undue reliance on such
information, which speaks only as of the date of this Annual
Report, without appropriate professional advice after a
thorough examination of a particular situation. HEINEKEN aims
to evolve its disclosures in the future to provide meaningful
information to stakeholders by adapting it to new facts and
regulation impacting the changing climate landscape.
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World Economic Forum core metrics and disclosures
Measuring stakeholder capitalism
We continually monitor and respond to developments in reporting standards and regulations to improve our reporting.
HEINEKEN was one of the initial endorsing companies of the World Economic Forum (WEF) Stakeholder Capitalism Metrics.
The metrics are a set of universal, comparable disclosures focused on people, planet, prosperity and governance that companies
can report on, regardless of industry or region. We provide an overview of our disclosures based
on the Stakeholder Capitalism Metrics in the following pages.
Read more on WEF Measuring stakeholder capitalism
Principles of
Governance
Governing purpose
Quality of
governing body
Stakeholder
engagement
Ethical behaviour
Core metrics
Disclosures
Setting purpose
The company’s stated purpose, as the expression of the means by which a business proposes
solutions to economic, environmental and social issues. Corporate purpose should create
value for all stakeholders, including shareholders.
Governance body composition
Composition of the highest governance body and its committees by: competencies relating
to economic, environmental and social topics; executive or non-executive; independence;
tenure on the governance body; number of each individual’s other significant positions and
commitments, and the nature of the commitments; gender; membership of under-
represented social groups; stakeholder representation.
Material issues impacting stakeholders
A list of the topics that are material to key stakeholders and the company, how the topics
were identified and how the stakeholders were engaged.
Anti-corruption
1. Total percentage of governance body members, employees and business partners who
have received training on the organisation’s anti-corruption policies and procedures,
broken down by region.
a. Total number and nature of incidents of corruption confirmed during the current year,
but related to previous years; and
Our Purpose and Values are presented in our strategy, EverGreen.
See the ‘Corporate Governance statement’ and ‘Report of the Supervisory Board’ for the composition and description of HEINEKEN’s
governance bodies.
See the section ‘Stakeholder engagement and materiality’, which describes how we engage with stakeholders and how we analyse and
identify material issues.
1. Almost 10,000 of our employees received anti-bribery training in 2022. Our Company's anti-corruption policies (which not only
cover bribery but also other topics such as conflicts of interest, fraud, money laundering and gifts, entertainment and hospitality)
are also addressed in our annual Code of Business Conduct training, which was completed by almost 81,000 employees in 2022.
Incidents of corruption are investigated and remedied as part of our Speak Up framework.
See the section ‘Foundation – Responsible business conduct’ for details of our anti-bribery and Speak Up framework.
b. Total number and nature of incidents of corruption confirmed during the current year,
2. For initiatives and actions our anti-bribery framework refers to the section ‘Foundation – Responsible business conduct’.
related to this year.
2. Discussion of initiatives and stakeholder engagement to improve the broader operating
environment and culture, in order to combat corruption.
Protected ethics advice and reporting mechanisms
A description of internal and external mechanisms for:
1. Seeking advice about ethical and lawful behaviour and organisational integrity; and
2. Reporting concerns about unethical or unlawful behaviour and lack of
organisational integrity.
1. Description of the Company’s mechanisms and procedures that provide advice about ethical behaviours is presented in
the section ‘Foundation – Responsible business conduct’.
2. Details of our Speak Up framework, our mechanism for reporting concerns about unethical behaviour, are presented in
the section ‘Foundation – Responsible business conduct’. For more details on our Speak Up policy and procedures, see our website.
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World Economic Forum core metrics and disclosures
Principles of
Governance
Risk and opportunity
oversight
Core metrics
Disclosures
Integrating risk and opportunity into business process
Company risk factor and opportunity disclosures that clearly identify the principal material
risks and opportunities facing the company specifically (as opposed to generic sector risks),
the company appetite in respect of these risks, how these risks and opportunities have moved
over time and the response to those changes. These opportunities and risks should integrate
material economic, environmental and social issues, including climate change and
data stewardship.
See a description of our risk management process, key company-specific risks and opportunities and risk response in the section
‘Risk Management’. Our key risks integrate material economic, environmental and social issues, including impacts of climate change,
information security and data privacy.
Planet
Core metrics
Disclosures
Climate change
Nature loss
Greenhouse gas (GHG) emissions
For all relevant greenhouse gases (e.g. carbon dioxide, methane, nitrous oxide, F-gases etc.),
report in metric tonnes of carbon dioxide equivalent (tCO2e) GHG Protocol scope 1 and
scope 2 emissions.
Estimate and report material upstream and downstream (GHG Protocol scope 3) emissions
where appropriate.
TCFD implementation
Fully implement the recommendations of the Task Force on Climate-related Financial
Disclosures (TCFD). If necessary, disclose a timeline of at most three years for full
implementation. Disclose whether you have set, or have committed to set, GHG emissions
targets that are in line with the goals of the Paris Climate Agreement – to limit global
warming to well below 2°C above pre-industrial levels and pursue efforts to limit warming to
1.5°C – and to achieve net zero emissions before 2050.
Land use and ecological sensitivity
Report the number and area (in hectares) of sites owned, leased or managed in or adjacent
to protected areas and/or key biodiversity areas (KBA).
Net zero carbon emissions is one of key pillars of HEINEKEN Brew a Better World 2030 strategy. For details of the programme and
current results, see the section ‘Reach net zero carbon emissions’.
Refer to HEINEKEN CDP Climate 2022 report for further details on our carbon performance.
We are committed to following the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD) which aim to
advance global efforts to improve quality and consistency of climate-related information.
See the section ‘Task Force on Climate-related Financial disclosures’ for disclosures related to TCFD recommendations.
We are in the process of developing our biodiversity and land use programmes. Current actions are focused on water stewardship
and agriculture playing a highly important role in our value chain. For the water stewardship programme, see the section
‘Towards healthy watersheds’.
Among focus areas of our sustainable agriculture strategy are:
–
– A regenerative agriculture strategy that will progressively bring to the next level our starting Low Carbon Farming programme, by
Land use change impact, better accountability and related CO2 reduction strategy.
incorporating more holistic agriculture key performance indicators close to carbon, such as water and biodiversity.
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Planet
Core metrics
Disclosures
Freshwater availability
Water usage and withdrawal in water-stressed areas
Company risk factor and opportunity disclosures that clearly identify the principal material
risks and opportunities facing the company specifically (as opposed to generic sector risks),
the company appetite in respect of these risks, how these risks and opportunities have moved
over time and the response to those changes.
These opportunities and risks should integrate material economic, environmental and social
issues, including climate change and data stewardship.
Supporting healthy watersheds is a key strategic priority of our Brew a Better World 2030 strategy. See the section
‘Towards healthy watersheds’ for details and current results of our water stewardship strategy.
We are in a process of assessing our average water usage across the value chain, closely working with our suppliers. In the meantime:
– We work with suppliers that comply with the Sustainable Agriculture Initiative platform (SAI), an organisation of multinational
food companies working towards a more sustainable food chain. The Farm Sustainability Assessment (FSA) framework aims to
assess, improve and validate on-farm sustainability in our supply chain, including such areas of water management as water
management practices, irrigation methods, fertiliser management and soil pollution.
In 2022, 73% of our barley and 96% of our hops came from sustainable sources. Overall, 67% of our raw materials came from
sustainable sources.
In 2021, we conducted global water risk screening in key sourcing areas by working with our suppliers. In 2022, we communicated
the outcomes to suppliers to build awareness, especially in locations that are potentially water-stressed. We will conduct one-to-one
sessions with suppliers in water-stressed areas to share best practice guidance on water risk management.
–
–
People
Core metrics
Disclosures
Dignity and equality
Diversity and inclusion (%)
Percentage of employees per employee category, by age group, gender and other indicators
of diversity (e.g. ethnicity).
As a part of our inclusion and diversity strategy, we monitor the composition of our workforce by gender and nationalities, both at
senior management level and for the total workforce. Gender and cultural diversity are focus areas within our Brew a Better World
2030 strategy. See the section ‘Embrace inclusion and diversity’ for more details.
Refer to HEINEKEN CDP Water 2022 report for further details on our water strategy and actions.
Percentage of employees by gender:
Women
Men
Other
Percentage of employees by nationalities:
Europe
The America’s
Africa, Middle East & Eastern Europe
Asia Pacific
Percentage of employees by age:
Under 30 years old
30 to 50 years old
Above 50 years old
24% of total workforce and 27% of senior management
76% of total workforce and 73% of senior management
0.1% of total workforce and 0% of senior management
31% of total workforce and 62% of senior management
43% of total workforce and 18% of senior management
14% of total workforce and 11% of senior management
12% of total workforce and 9% of senior management
21% of total workforce
63% of total workforce
16% of total workforce
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People
Core metrics
Disclosures
Dignity and equality
continued
Pay equality (%)
Ratio of the basic salary and remuneration for each employee category by significant
locations of operation for priority areas of equality: women to men, minor to major ethnic
groups, and other relevant equality areas.
Wage level (%)
Ratios of standard entry level wage by gender compared to local minimum wage. Ratio of the
annual total compensation of the CEO to the median of the annual total compensation of all
its employees, except the CEO.
Health and well-being
Risk for incidents of child, forced or compulsory labour
An explanation of the operations and suppliers considered to have significant risk for incidents
of child labour, forced or compulsory labour. Such risks could emerge in relation to:
a. type of operation (such as manufacturing plant) and type of supplier; and
b. countries or geographic areas with operations and suppliers considered at risk.
By 2023, ongoing assessments and actions will be in place to close any pay gaps between female and male colleagues. Action plans
will focus on improving equal pay and gender representation, opportunity for promotion and gender balance in management teams.
In 2022, we continued to assess the progress across all our operating companies to track and monitor improvements on the path to
equal pay for equal work. By the end of 2022, 100% of operating companies have been assessed and 100% have action plans in place.
See the section ‘A fair and safe workplace’ for further equal pay strategy information.
One of the key goals of our Brew a Better World 2030 strategy is to ensure all our employees worldwide earn at least a fair wage. A fair
wage is often higher than the minimum wage and should be sufficient for a decent standard of living, covering the basic needs of the
employee and him/her family from food, housing and education to healthcare, transportation and some discretionary income and savings.
Data on what constitutes a fair wage around the world is obtained through the Fair Wage Network, an independent NGO. We assess
wages across all operating companies against the Fair Wage Network annually. Our aim is to close any wage gaps by the end of 2023,
we started with operating companies in developing countries where the challenges are the greatest. In 2022, we re-assessed operating
companies in scope in Asia Pacific, Africa Middle East & Eastern Europe and the Americas. Companies in Europe were assessed for the
first time.
We have identified fair wage gaps for our direct employees in seven operating companies since 2021 and have closed these gaps in
five. 99,96% of direct employees across all HEINEKEN operating companies now earn at least a fair wage.
See the section ‘A fair and safe workplace’ of our Sustainability review, for more information.
For the ratio of total annual compensation of CEO to median annual total compensation see the section ‘Remuneration Report’.
Respect for people’s dignity and human rights is a foundation of how we do business. We follow the UN Guiding Principles on Business
and Human Rights. Our Code of Business Conduct, Human Rights Policy and Supplier Code guide us to understand, avoid and address
human rights-related risks around the world, supported by a robust due diligence process.
We consider suppliers that are producing goods or providing services in certain geographies as potentially high risk for incidents of child
or forced labour based on indexes such as Fragile State Index, Global Resilience Index, Global Slavery Index and Child Labour Human
Development Index. On top of that, we consider suppliers that are producing certain goods or providing certain services as potentially
high risk for incidents of child or forced labour. For example, suppliers of merchandise materials or temporary labour. Our Supplier Risk
Management process would flag these suppliers for further screening and due diligence process.
See the section ‘Foundation – Respecting human rights’ for more detail on our Supplier Risk management programme.
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People
Core metrics
Disclosures
Health and well-being
continued
The number and rate of fatalities as a result of work-related injury
The number and rate of fatalities as a result of work-related injury; high-consequence work-
related injuries (excluding fatalities); recordable work-related injuries; main types of work-
related injury; and the number of hours worked.
Access to non-occupational medical and healthcare services
An explanation of how the organisation facilitates workers’ access to non-occupational
medical and healthcare services, and the scope of access provided for employees and workers.
One of the key goals of our Brew a Better World 2030 strategy is to create leadership capacity to drive zero fatal accidents and serious
injuries at work shifting our focus from an accident-based approach to building capacity for identifying and mitigating potential risks.
See the section ‘A fair and safe workplace’ for 2022 data and details of our strategy.
We have more than 400 health professionals worldwide, based on more than 100 on-site HEINEKEN clinics in 25 different countries, to
ensure our employees can access a wide and extensive health network. They provide care, early diagnosis, treatment, and recovery at
all levels: primordial, primary, secondary, tertiary and quaternary (including remote areas within Africa, Middle East & Eastern Europe).
Our employees and dependants have access to broad medical services, such as screening and lab tests, medicines and pharmacy,
health benefits, disease prevention and health promotion projects (such as HIV, malaria, COVID-19), health trainings and educations.
They also have access to a vast and extensive health services network, available through our local partnerships and insured by qualified
private health insurance companies.
HEINEKEN also provides world class international evacuating and treatment to expats, business travellers, local employees and
dependants when the medical condition of a person cannot be safely and effectively treated in the country of employment or travel.
Skills for the future
Training provided
Average hours of training per person that the organisation’s employees have undertaken
during the reporting period, by gender and employee category (total number of hours of
training provided to employees divided by the number of employees).
Average training and development expenditure per full time employee (total cost of training
provided to employees divided by the number of employees).
We embrace the learning and growth of our employees, teams and organisation. Investing in the training and development of our
people is a core priority. We follow the 70-20-10 approach recognising that around 70% of what people learn comes through the
experience and practice of doing their jobs, 20% through engagement, networking and dialogue, and 10% through formal learning
and training.
In 2022, overall our employees received over 740,000 formal training hours. Our direct spend on the formal training was €31 million.
Prosperity
Core metrics
Disclosures
Employment and
wealth generation
Absolute number and rate of employment
1. Total number and rate of new employee hires during the reporting period, by age group,
gender, other indicators of diversity and region.
2. Total number and rate of employee turnover during the reporting period, by age group,
gender, other indicators of diversity and region.
In 2022, almost 23,000 new employees joined HEINEKEN operating companies across the globe (27% of the total workforce). The
total number of employee turnover was also almost 23,000 employees (27% to the total workforce).
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Prosperity
Core metrics
Disclosures
Employment and
wealth generation
continued
Economic contribution
1. Direct economic value generated and distributed (EVG&D), on an accruals basis, covering
the basic components for the organisation’s global operations, ideally split out by:
– Revenues
– Operating costs
–
–
–
Employee wages and benefits
Payments to providers of capital
Payments to government
– Community investment
1. Direct economic value generated and distributed in 2022, € million:
Revenues
Operating costs: Raw materials, consumables and services
Operating costs: Amortisation, depreciation and impairments
Employee wages and benefits
Payments to capital providers: interest expenses
Payments to capital providers: dividend payments1
Payments to government: CIT expenses
Excise tax expense
Community investment (CSI)
34,676
(18,618)
(1,886)
(4,079)
(458)
(840)
1,131
(5,957)
5,5
Consolidated Income Statement, Note 6.1
Consolidated Income Statement, Note 6.3
Consolidated Income Statement, Note 6.6
Consolidated Income Statement, Note 6.4
Consolidated Income Statement, Note 11.1
Note 11.4 Capital and Reserves
Consolidated Income Statement, Note 12.1
Consolidated Income Statement, Note 6.1
Section ‘Positive impact in our communities’
2. Financial assistance received from the government: total monetary value of
financial assistance received by the organisation from any government during
the reporting period.
Financial assistance reported in 2021 included mainly government grants related to COVID-19 (furlough arrangements), which are no
longer reported.
Financial investment contribution
1. Total capital expenditures (CapEx) minus depreciation, supported by narrative to describe
the company’s investment strategy.
1. Total capital expenditures (CapEx) minus depreciation in 2022, € million:
CapEx related to Property, Plant and Equipment (PP&E)
Depreciation on PP&E
CapEx minus Depreciation
(1,791)
(1,310)
481
Consolidated Statement of Cash Flows
Note 8.2 Property, Plant & Equipment
Our EverGreen strategy has been built on our value creation model, which we call the Green Diamond. This value creation model puts
growth, profit and capital on equal footing with sustainability and responsibility. Refer to the section ‘Our EverGreen strategy’ for
further details.
2. Share buybacks plus dividend payments, supported by narrative to describe the
2. Share buybacks plus dividend payments in 2022, € million:
company’s strategy for returns of capital to shareholders.
Share buybacks
Dividend payments
(43)
(840)
Consolidated Statement of Cash Flows
Note 11.4 Capital and Reserves1
1 Dividend payments are reported on a cash basis and relate to dividend payments to HEINEKEN N.V. shareholders. Dividend payments to minority shareholders
of subsidiaries are excluded.
For a description of the Company Strategy for returns of capital to shareholders see the section ‘Shareholder Information’/’Dividend Policy’.
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Prosperity
Core metrics
Disclosures
Innovation of better
products and services
Total R&D expenses
Total costs related to research and development.
Community and
social vitality
Total tax paid
The total global tax borne by the company, including corporate income taxes, property taxes,
non-creditable VAT and other sales taxes, employer-paid payroll taxes, and other taxes that
constitute costs to the company, by category of taxes.
Expenses related to Research and Development in 2022, € million:
Consumer research, Brand development and Business innovation
R&D in Digital & Technology
39
154
Refer to the sections ‘Shape the future of beer and beyond’ and ‘Become the best-connected brewer’ for more details on our
commerce and technology innovation strategy.
See details of the total tax paid in the section ‘Sustainable and transparent tax strategy’.
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Net zero carbon emission strategy
As part of Brew a Better World, we aim to reach net zero
carbon emissions in scope 1 and 2 in 2030 and in scope 1,
2 and 3 in 2040.
Power Purchase Agreements (PPAs) and Energy Attribute
Certificates (EACs) are an important part of our sourcing
strategy to contract renewable energy and drive progress
towards our net zero emissions ambitions in scope 1 and 2.
While these steps contribute in decreasing our carbon
emissions in scope 1 and 2, they are not part of the KPIs as
reported under the EU Taxonomy.
The biggest part of our carbon footprint lies in our value
chain beyond our owned production sites (scope 3). Any
measures taken to reduce the carbon footprint in our value
chain are also out of scope of the KPIs as reported under
the Taxonomy.
More information on our net zero strategy and
measures can be found on pages 134–137
The Corporate Sustainability Reporting
Directive (CSRD)
The Corporate Sustainability Reporting Directive (CSRD)
was adopted by the European Parliament on
10 November 2022 and published in the Official Journal
on 16 December 2022.
Its purpose is to increase transparency on environment,
social affairs and governance matters across companies.
This should help to improve consistency and comparability
in sustainability reporting and drive the quality of
reporting against sustainability matters to the level
achieved in financial reporting. It further promotes
investment that supports the transition to a sustainable
economy in line with the European Green Deal.
The CSRD will come into effect for HEINEKEN as of
1 January 2024 and will require limited assurance in the
2024 Annual Report (filed in 2025).
The introduction of CSRD will significantly increase our
disclosure requirements, as provided in the European
Sustainability Reporting Standards (ESRS). The first set of
ESRS were submitted by the European Financial Reporting
Advisory Group (EFRAG) to the European Commission in
November 2022. The European Commission is expected
to adopt the final standards in June 2023.
We are carrying out CSRD implementation activities
towards CSRD compliance. This includes conducting a gap
assessment of disclosure requirements on the April 2022
Exposure Drafts, developing an implementation roadmap
and starting the process for carrying out a double
materiality assessment.
As the CSRD will have a broad organisational impact,
including on governance, strategy, systems, processes
and controls, a cross functional team will manage the
CSRD implementation.
Other climate-related disclosures
Other climate-related
disclosures
The EU Taxonomy Regulation
The EU Taxonomy Regulation, adopted by the European
Commission on 4 June 2021, is a classification system
which defines a list of environmentally sustainable
economic activities intended to provide a common
language to identify to what degree economic activities
can be considered environmentally sustainable. The EU
taxonomy is divided into six objectives:
1. Climate Change Mitigation (CCM);
2. Climate Change Adaptation (CCA);
Climate change mitigation and
climate change adaptation
We concluded that the main revenue generating activity
of HEINEKEN is not included in the current parts of the
regulation (CCM and CCA). Other activities were excluded
from the analysis as these are considered immaterial.
Refer to the table below for the share of eligible and
non-eligible activities under CCM and CCA.
Turnover
CAPEX
OPEX
Share of eligible
activities*
Share of non-eligible
activities*
0%
0%
0%
100%
100%
100%
3. Sustainable and protection of water and marine
* As HEINEKEN does not have any eligible activities, we are not using the full
table as prescribed in article 2 paragraph 2 (EU regulation 2021/2178).
Assumptions applied in our eligibility analysis
The regulation is still being developed and there is limited
market practice and guidance available on how to apply
and report on the EU Taxonomy at this time. This may
lead to different interpretations, assumptions and
disclosures by companies.
The key assumptions applied by HEINEKEN are:
– An activity is in scope of the eligibility reporting if the
activity is revenue-generating. Other non-revenue
generating activities mentioned in the regulation, such
as transportation and acquisition of new buildings, are
not considered eligible.
– CAPEX or OPEX are only reported for Taxonomy-eligible
and Taxonomy-aligned activities.
resources (Water);
4. Pollution prevention and control (Pollution);
5. Protection and restoration of biodiversity and
ecosystems (Biodiversity); and
6. Transition to a circular economy (Circularity).
For each of these objectives, companies should assess if
their economic activities are in scope. For HEINEKEN, this
means assessing if the primary revenue generating
activities (brewing and selling of beer and cider) are in
scope of one or more of the six objectives. For activities in
scope, HEINEKEN is required to report on how much of its
turnover, CAPEX and OPEX is in scope, or ‘eligible’, and how
much is considered ‘aligned’ with the EU Taxonomy. For
an activity to be considered aligned, it should make a
substantial contribution to one or more of the EU’s
environmental objectives, providing it does not do
significant harm (DNSH) to the other objectives and
complies with the minimum safeguards.
CCM and CCA are in scope for reporting under the EU
Taxonomy Regulation in 2022. The four remaining
objectives are expected to come into effect in 2023. This will
result in additional disclosures for HEINEKEN in the coming
years. Based on analysis of the draft documents available
for the four remaining objectives (as published by the
Platform on Sustainable Finance in March 2022, Part A and
B), we conclude that HEINEKEN’s main revenue-generating
activity is in scope for ‘Biodiversity’ and ‘Circularity’. Based on
this initial screening, ‘Circularity’ is expected to be most
relevant for HEINEKEN.
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Reporting basis of non-financial indicators
We see it as imperative to integrate our Brew a Better World performance in our
Annual Report and provide independent confirmation that the information in this
report is reliable and accurate. As a result, Deloitte provides limited assurance on
the most important non-financial indicators. This section provides an overview of
the reporting scope, key definitions and measurement principles related to our
Brew a Better World 2030 KPIs.
Reporting period and operating companies in scope
The non-financial indicators in this report cover the performance of all HEINEKEN consolidated entities from
1 January 2022 up to and including 31 December 2022, unless otherwise stated. The scope of entities included in the
reporting is equal to the basis of consolidation as per our financial statements, unless otherwise stated. Refer to note 5
General accounting policies sub (a) of the financial statements for the consolidation principles and note 13.4 for the
list of our significant subsidiaries.
Deviations from the reporting scope depend on the nature of each indicator and exceptions and limitations are
explained per each indicator below. Units (countries, sites, suppliers, brands, etc.) which, for specific reasons, received
formal derogations for compliance are excluded from the indicator reporting scope.
New acquisitions and greenfield breweries are included in the consolidated reporting after the first full calendar year
of operation. In 2022, there were no significant acquisitions or disposals (refer to note 10.1 Acquisitions and disposals
of subsidiaries and non-controlling interests). UBL, as acquired in 2021, will be included in the BaBW reporting in a
phased approach. In the 2022 reporting some KPIs do not yet include data of UBL. In the definitions per KPI on the
next pages it is indicated in the scope section which KPIs are not yet including UBL.
Indicators in scope
The content of this report is based on material aspects for our Company and stakeholders and is directly linked to our
Brew a Better World (BaBW) strategy and 2030 goals. We have selected non-financial KPIs that are most material,
based on the following criteria:
– The KPI is a BaBW goal or a new target we publicly disclose;
– The KPI is not related to a target but is part of a BaBW focus area and seen as important by our stakeholders;
and/or
– The combination of KPIs should give a balanced, high level overview of our progress in 2022.
Scope and materiality of indicators may be reviewed by the Disclosure Committee and adjusted once a year with
effect as of the following year.
As a part of the HEINEKEN Risk management process, we assess main risks that could hinder HEINEKEN in achieving
its strategy and business objectives. This process includes identifying Environmental, Social and Governance (ESG)
risks. These main risks are included in this report (see the Risk Management section).
Reliability and accuracy of data
We have processes governing the collection, review and validation of non-financial data included in this report at
both local operating company and global level. We apply uniform definitions and instructions for reporting purposes
to improve the accuracy and comparability of data. Where possible, standard or automated calculations and validity
checks are built into systems to minimise errors. The Global Sustainable Development team consolidates, analyses
and further communicates data reported by operating companies and global functions on a quarterly basis and in
the Annual Report. Subject matter experts are involved at various levels to validate and challenge the data and
process. We are continuously strengthening our data collection processes and underlying controls.
Our operating companies and data owners report fairly and in accordance with agreed procedures and instructions.
However, it is not possible to ascertain full completeness and accuracy of data contained in our report. Operating
companies are at different stages of maturity with regards to data collection and reporting processes. Where we
have concerns, we highlight them in the report. HEINEKEN’s internal audit function, Global Audit, is involved in the
annual review of the non-financial reporting process, including the quality of control processes at various levels and
data ownership. Deloitte provides limited assurance on the indicators as described in detail in the Assurance report
of the independent auditor.
Definitions per indicator
We gather data in accordance with guidelines and definitions based on the Global Reporting Initiative (GRI
Standards) Guidelines, unless stated otherwise. We aim to align with international standards (WEF Common
Metrics, TCFD etc.), and, if not available, we work with industry partners such as the Beverage Industry and
Environmental Roundtable (BIER) to develop common practices.
‘Production site’ is used in various KPIs and refers to breweries, cider plants, soft drink plants, malteries, water plants
and combinations of these at which malt, beer, cider, soft drinks, water or wine are produced. Production sites are
only included when these are part of a consolidated entity.
The tables below provides more information on definitions scope, measurement criteria and reporting assumptions
per reported indicator.
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Reporting basis of non-financial indicators
Environmental – Reach net zero carbon
Reach net zero in scope 1 and 2 by 2030
Key performance
indicator
Baseline
Measurement/units
Key Definitions
Metric tonnes of CO2-equivalent (CO2-eq) emissions.
–
–
–
2018
Baseline changes are implemented according to the GHG protocol.
Tonnes of CO2-eq emissions (in metric tons).
– % of CO2-eq emissions reduction in production in the year compared to the CO2-eq emissions in production in 2018.
–
To calculate the CO2-eq emissions, the GreenHouseGas (GHG) protocol is used, Corporate reporting scope 1 and 2 methodology.
Formula: Volume produced (MioHL) x Energy used (MJ/MWh) x Energy Emission factor (MJ/MWh into CO2-eq).
–
–
Energy Emission factor: converts energy to carbon, depending on the type of energy and related emissions. The energy emission factor is based on the IEA (International Energy Agency,
https://www.iea.org/ ) for grid electricity, Defra (Department for Environment, Food & Rural Affairs, UK) for biofuels and IPCC 2006 report for fossil fuels.
– Net zero as defined by SBTi Net-Zero Standard means reducing CO2eq (GHG) emissions to zero, or to a residual level, and compensating the residual emissions with a maximum of 10% of emissions.
–
CO2-eq emissions: this includes emissions caused by direct emissions from combustion of fuels, indirect emissions from imported (purchased) heat and electricity, and emissions from refrigerant losses.
The production sites represent 90% of scope 1 and 2 emissions. By reaching 0 emissions in production, HEINEKEN will decrease its scope 1 and 2 emissions by 90% in line with its science based targets.
–
Scope
All production sites of consolidated entities.
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Reporting basis and governance of non-financial indicators
Reduce scope 3 emissions by 21% by 2030
Reduce emissions across our value chain (scope 1, 2 and 3) by 30% by 2030
Reach net zero across our value chain by 2040
Key performance
indicator
Baseline
– Metric tonnes of CO2-eq emissions.
– % of CO2-eq emissions reduction in the value chain in the year compared to the CO2-eq emissions in value chain in 2018.
–
–
2018
Baseline changes are implemented according to the GHG protocol.
Measurement/units
Total CO2-eq emissions (in metric tons).
–
– % of CO2-eq emissions reduction in value chain in the year compared to the CO2-eq emissions in value chain in 2018.
Methodology
–
The Company Carbon Footprint includes CO2 emissions from all the activities linked to making and selling our products across the entire barley to bar value chain. We have identified seven phases in the life
cycle of a beverage: agriculture, raw materials processing, beverage production, packaging, logistics, cooling and other emissions. A full description of the coverage of the workstreams is given in the life cycle
definitions below.
– We started measuring our carbon footprint in 2010 when only a few of our operating companies were included and a specific methodology was not yet available. Since then, our scope has expanded and the
methodologies we use have improved. Today, our Company Carbon Footprint includes our entire value chain – from our own operations to suppliers, subcontractors and customers, across activities including
manufacture and recycling of packaging and cooling beverages at points of sale. We continue to develop it in line with new methodologies, availability of better data sources and alignment with industry
best practice.
– HEINEKEN’s calculation scope and principles are compared to the requirements of three relevant protocols: the GHG protocol Product standard, the GHG protocol Corporate Standard (scope 1 and 2) and the
GHG protocol Corporate standard (scope 3). HEINEKEN accounts for relevant GHG emissions along its production: carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), sulphur hexafluoride (SF6),
perfluorocarbons (PFCs), and hydrofluorocarbons (HFCs). HEINEKEN has worked closely with BIER (Beverage Industry Environmental Roundtable) to develop GHG emissions sector guidance to standardise
GHG reporting. We adhere to the BIER protocol, version 4.1.
Key Definitions
Life cycle definitions:
– Agriculture covers all activities for land-bound inputs used for beverage production, for example cultivation of barley, hops, sugar beets, fruits. The impact related to land use change is included in this life cycle
–
–
–
stage.
Raw materials processing covers all processing of inputs before the beverage production stage, for example malting barley, concentrating hops, producing sugar syrup or fruit concentrates.
Packaging material production and disposal covers all activities for packaging material production, generated at the packaging suppliers. This includes raw materials, energy used and the recycled material
used. The disposal (recycling) of packaging materials are calculated with the “Circular Footprint Formula” (as per the Product Environmental Footprint Category Rules (PEFCR) and includes country- and
material-specific recycling rates).
Logistics covers both inbound transport of raw agricultural inputs, processed inputs and packaging materials to our breweries as outbound distribution of beverages to the point of sale consumer, and
warehouse energy consumption. It includes the logistics network, both controlled and not controlled by HEINEKEN, to get the finished product to the point of sale and back (returnable packaging).
Cooling covers the emissions from cooling the beverages. This can be cooling in draught beer installations (DBIs), cooling in fridges in bars and restaurants and home cooling by consumers.
–
– Other emissions cover: Purchased goods and services, Capital goods, Business travel, Commuting, Upstream leased assets and Investments.
Emission categories: As per GHG Protocol requirements we split our emissions into scope 1, scope 2 and different scope 3 categories.
–
–
–
Scope 1 emissions are emissions from fuel combustion and fugitive emissions at our production plants and own transport.
Scope 2 emissions are emissions from acquired and consumed electricity, steam, heat.
Scope 3 emissions fall under different categories:
– Category 1 – upstream emissions from production of raw and packaging materials, external processing, co-packing and municipal water intake. The end-of-life treatment of packaging materials is also
included in this category;
– Category 2 – emissions from capital goods (purchased Property, Plant & Equipment);
– Category 3 – upstream emissions of fuels, electricity and heat used by own production sites, warehouses and transport;
– Category 4 – emissions from inbound and outbound transportation;
– Category 5 – emissions from solid waste and wastewater;
– Category 6 – emissions from business travel;
– Category 7 – emissions from employee commuting;
– Category 8 – emissions from leased cars (fuel);
– Category 9 – emissions from transportation to end customer;
– Category 11 – emissions of fridges, DBIs and home cooling;
– Category 12 – end-of-life treatment of sold products emissions are included in category 1. (Category 12 cannot be separated at the moment. This will be separated as per next year’s reporting.);
– Category 15 – emissions of joint ventures and associates.
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Reduce scope 3 emissions by 21%, by 2030
Reduce emissions across our value chain (scope 1, 2 and 3) by 30%, by 2030
Reach net zero across our value chain, by 2040
Significant
estimates and
judgements
– HEINEKEN strives to report the Carbon Footprint as accurately and completely as possible. Due to inherent limitations in relation to the uncertainty of measurement equipment and/or availability of actual
data we apply extrapolations, use estimates, assumptions and judgements in our reporting. Estimates, assumptions and judgements are based on historical data. As such, emissions reporting provides
inherent limitations to the accuracy of information. We used the following significant estimates to report our emissions:
– To calculate emissions of our own production operations, we use data provided by our energy and fuel suppliers. If this data is not available, we use the 2006 IPCC Guidelines for National Greenhouse
Gas Inventories for emission factors of fossil fuels, most recent International Energy Agency data (September 2022) for country grid emission factors and UK Department for Environment, Food & Rural
Affairs (DEFRA) emission factors for biofuels;
– The transport emissions reporting has limitations for all transport modes. For fleet within our control, we have started to use Fuel Based data in countries where we have telematics systems in place. For
contracted partners where have the data of kilometres driven and type of vehicle used, we calculate emissions based on a Global Logistics Emissions Council (GLEC) framework accredited emission factor
gCO2-eq/km. For contracted partners where data on distance travelled is not available, calculations are based on estimates. For inbound transport, emissions are calculated for our biggest categories such
as glass bottles, aluminium cans, malt and adjuncts;
– Emissions at outsourced logistics sites also have limitations. For such sites where data on electricity (KWH) consumption and fuel consumption for Forklift trucks is not available, estimations are used.
– Packaging emissions are based on a circular carbon footprint formula (as per PEFCR) incorporating upstream production, use and end of life of the product. As glass bottles and aluminium cans are
HEINEKEN’s most significant emissions contributors, suppliers making up 80% of these emissions provide information about the carbon intensity of their production locations supplying HEINEKEN. For
the remainder of our Packaging materials , an industry approved PEFCR emissions factor is applied;
– Agriculture and processing emissions reporting has limitations. We use external party inputs for land use change (LUC) emission factors per country and per crop. Based on the available data per country
and per crop in the external party database, a weighted average emission factor per crop is calculated (for Barley we have data available for 61% of the total volume). This weighted average emission
factor is applied to calculate the emission per crop for all countries. For processing, we collect data from suppliers. In case there is no data available, we estimate the emission factor per material group.
– To calculate cooling emissions, we assume the lifetime of fridges and DBIs to be seven years. We calculate DBI emissions based on the assumption of the percentage of sales that goes via keg packaging
type in each country. The rest of the volume sold is used to estimate the emissions from fridges and home cooling;
– For the other emissions category we also apply assumptions and judgement. For goods purchased for resale, we assume that these have a similar carbon footprint as our own produced products. For
assets under construction (purchased Property, Plant and Equipment), we assume that these have a similar carbon footprint as our capitalised assets. For employee commuting distance and
methodology, we use regionally produced government statistics. For emissions factors, we use those published by parties like DEFRA – with a frequency of update to match the change scale.
Scope
– UBL is not included in the reporting scope.
– We calculate the CO2 emissions for the largest CO2 emitting operating companies and extrapolated the obtained results to reach the absolute total amount. Every year we add entities in scope of the
calculation and at the same time decrease the extrapolated amount. calculation (e.g. pubs and bars in UK). Russia has been excluded of scope calculation and included in the extrapolation due to
unavailability of actual information.
Raw materials
Processing
Beverage
Production
Packaging
Logistics
Cooling
2021 scope
Top-35
Top-35
60 (All)
Top-21
Top-21
Top-33
Coverage per stream based
on total volume sold
90%
90%
100%
83%
78%
89%
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Energy from renewable sources
Key performance
indicator
Percentage of energy from renewable sources in production.
Baseline
N/A
Measurement/units
% of renewable energy consumption compared to the total amount of energy consumption.
Key Definitions
–
–
Thermal energy from renewable sources: quantity of thermal energy coming from: biomass, biogas, solar thermal and imported heat (with 100% renewable % and 0 g CO2/MJ)
Electrical energy coming from renewable sources includes:
– Own renewable energy production = all electricity generated from renewable resources on-site (hydro, solar, biogas);
– Imported electricity under green certificates via PPAs (Power Purchase Agreements). Such green certificates are dependent on information provided by the energy supplier.
Scope
All production sites of consolidated entities.
100% sustainable ingredients (hops, barley) by 2030
Key performance
indicator
% of sustainable volume (barley and hops).
Baseline
N/A
Measurement/units
– % of contracted sustainable volumes (in metric tonnes) for the next year compared to total contracted volumes (in metric tonnes) for the next year.
–
For the measurement of the KPI, we use contracted volumes for the next year and not the actual volumes purchased.
Key Definitions
–
–
–
–
Sustainable volume: measured in accordance with the Sustainable Agriculture Initiative (SAI): The efficient production of safe, high quality agricultural products, in a way that protects and improves the
natural environment, social and economic conditions of farmers, their employees and local communities, and safeguards the health and welfare of all farmed species.
The compliance with SAI is monitored via a 3rd party. On an annual basis, the third party performs random on site visits for supplier verification on a number of suppliers and their farmers.
SAI: A food industry organisation aimed to support the development of sustainable agriculture, involving stakeholders of the food chain. For more details see www.saiplatform.org.
Sustainable ingredient: An agricultural material that was produced in a manner which produces safe, high quality agricultural products, protects and improves the natural environment and the social and
economic conditions of farmers and their communities.
– Mass balance approach: HEINEKEN applies the Mass Balance approach for the calculation of sustainable volumes in the supply chain. This entails that the inputs into a process must be equal to the outputs,
plus any losses or accumulation in the process.
Scope
–
The reported volume includes both the volume purchased for our consolidated entities, as well as volume purchased centrally on behalf of some joint ventures and associates.
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Environmental – Maximise circularity
Zero waste to landfill for all our production sites by 2025
Key performance
indicator
Baseline
Measurement/units
Key Definitions
Number of production sites with zero waste to landfill.
N/A
–
–
# of landfill free sites compared to the total number of sites.
Landfill free site: A site is considered to be landfill free in case less than 2% of the waste (in kilograms) of that site is sent to landfill.
– Waste: a material, substance, or by-product eliminated or discarded as no longer useful or required after the completion of a process. The majority of our production waste is comprised of organic
co-products like brewers’ grain, surplus yeast, anaerobic sludge from wastewater, spent kieselguhr and spent alcohol.
– Waste destinations include reuse, human consumption, animal feed, material recycling, compost/soil improvement, energy (biogas), combustion with energy recovery, combustion without energy recovery.
–
Landfill: deposit into or on to land, deep injection, surface impoundment (e.g. discard into pits, ponds, or lagoons), release into water bodies, permanent storage (e.g. containers in a mine); sanitary landfills, all
waste which is not re-used, recycled or combusted/incinerated, all waste brought to landfill by parties contracted by us, dump and or waste with unknown waste destination are also considered to be landfilled.
Scope
All production sites of consolidated entities.
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Environmental – Towards healthy watersheds
Fully balance water used in our products in water-stressed areas by 2030
Key performance
indicator
Percentage of water-stressed sites with 100% or more water balance.
Baseline
N/A
Measurement/units
Key Definitions
–
Percentage of water-stressed sites with 100% or more water balance compared to the total of water-stressed sites.
– Water stress: A territory is considered water stressed when it withdraws 25% or more of its renewable freshwater resources (UN Water 2021).
– Water balancing: Water balancing is redressing the balance in water-stressed areas between the amount of water we source from the watershed and the amount that is not returned because it is used in our
products, and loss through evaporation.
– Water stressed area: We identify water-stressed area through a three-step screening:
– A Site water security self-assessment that is completed by operating companies annually;
– Global Water Risk Screening that is led by Global Sustainable Production and supported by Global Sustainable Development every five years;
– Source Vulnerability Assessment (SVA) by a third-party with experience in hydrology for shortlisted sites is conducted after step two. SVA is a compilation, review and validation of scientific data in relation
to quantity, quality, accessibility and local capabilities, has an inventory and analysis of water-related risks, stakeholder mapping and proposed list of solutions.
–
For reporting of this KPI make use of the Volumetric Water Benefit Accounting method as published by the World Resources Institute.
Scope
– All water-stressed production sites of consolidated entities. Currently 31 water-stressed sites are identified.
– UBL is not included in the reporting scope: water risk assessment is in progress.
Treat 100% of wastewater of all breweries, by 2023
Key performance
indicator
Number of sites discharging untreated wastewater to surface water.
Baseline
N/A
Measurement/units
– Number of sites discharging untreated wastewater to surface water.
Key Definitions
– Wastewater refers to untreated wastewater discharged from a production site or a third-party wastewater treatment plant.
– Waste Water Treatment Plant (WWTP): Plant removing contaminants from the brewery’s wastewater and producing environmentally safe treated wastewater before releasing it into surface water.
–
Third-Party WWTP: An external party in charge of the treatment of production site wastewater and subsequent discharge into surface water.
Scope
– All production sites of consolidated entities.
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Reduce average water usage to 2.6 hl/hl in water-stressed areas, and 2.9 hl/hl worldwide by 2030
Key performance
indicator
Baseline
Measurement/units
Key Definitions
Water intake/volume beverage produced (hl/hl).
–
–
–
2008 for all sites.
2014 for sites in water-stressed areas.
hl water intake per hl of volume produced.
– Water intake: The production site can obtain water from various sources, such as: groundwater or well water abstraction, water purchased from a public or private water company, surface water from rivers,
lakes or sea and collected rainwater.
–
Volume produced is the total amount of beverage volume produced.
Scope
– All beverage production sites of consolidated entities.
– UBL is not included in the reporting scope of the water-stressed area KPI.
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Social – Embrace Inclusion and Diversity
Gender balance across senior management: 30% women by 2025, 40% by 2030
Key performance
indicator
Percentage of women in senior management.
Baseline
N/A
Measurement/units
Key Definitions
Percentage of women senior managers in the full senior management population (men – women – others) as of 31 December.
–
Senior Managers are all internal employees entitled to the Senior Management Reward Policy.
Scope
All consolidated entities.
Cultural diversity: across each region at least 65% of country leadership teams are regional nationals by 2023
Key performance
indicator
In each region, % regional nationals across the operating company Management Teams.
Baseline
N/A
Measurement/units
–
(Headcount with nationalities from the region in all operating company Management Teams in that region)/(Total headcount of all the operating company Management Teams in that region as of
31 December).
Key Definitions
– Management Team (MT): The Management team in an operating company is defined by the General Manager/Managing Director (GM/MD). In principle this includes all direct reports of the GM/MD,
but there could be employees reporting to the GM/MD, which are not considered to be part of the operating company MT (e.g. business support).
–
Region follows the managerial reporting structure in our segment reporting (refer to note 6.1 Operating segments in the financial statements). Head office and regional offices are excluded.
– Headcount: Based on internal headcount, both temporary as well as permanent contracts.
–
For people with double nationalities, we select the first nationality as recorded in our HR database.
Scope
All consolidated entities, except head office and regional offices.
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100% of our managers are trained in inclusive leadership by 2023
Key performance
indicator
Baseline
Measurement/units
Key Definitions
% of people managers trained in the full people managers population.
N/A
–
–
–
People managers who completed the inclusive leadership e-learning/total population of people managers.
People managers are employees managing a team of employees (one or more direct reports). Employees without direct reports are excluded.
Inclusive leadership e-learning include our nine inclusive practices. The nine inclusive practices are: provide equal opportunities, seek multiple points of view, be transparent, communicate inclusively, give and
receive feedback, develop self-awareness, find common ground, make it safe for others and shape and deliver with the team. The e-learning can be completed in 30 minutes.
Scope
– All people managers within all our consolidated entities.
–
Russia is not included in the reporting scope.
Social – A fair and safe workplace
Fair wage for employees: close any gaps by 2023
Key performance
indicator
1. % of (in scope) operating companies assessed per region.
2. % of direct employees of assessed (in scope) operating companies that earn at least a fair wage, according to the Fair Wages Network (FWN).
Baseline
N/A
Measurement/units
1. Percentage of operating companies assessed compared to all operating companies.
2. Percentage of employees (measured in FTE) that earn a fair wage according to the FWN compared to all employees (measured in FTE).
Key Definitions
–
Fair wage: A wage that supports a decent standard of living for employee and his/her family and is reasonable for the type of work done and sufficient to meet employees’ basic needs for food, shelter,
education for their children and some discretionary income. Fair wages also take into account factors such as family size, number of individuals employed per family and hours worked. Fair wage is not
structurally dependent on variable factors, such as working overtime or incentive pay.
–
Fair Wage Network: The FWN is our data source to determine the level of fair wages in different countries. The FWN is an NGO with data available for 200+ countries, which is updated annually.
– Assessment: Evaluation of possible pay gap per employee per operating company in scope.
–
Pay gap: A difference between Country Annual Fair Wage based on FWN and the individual employee Annual Base Salary + Fixed Guaranteed Allowances + Cash Equivalent of Benefits.
Scope
– All directly employed employees with a permanent contract of all production sites of consolidated entities.
–
– UBL and Russia are not included in the reporting scope.
Consolidated entities with less than 50 FTE are not included in the reporting scope.
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Equal pay for equal work: assessments and action by 2023
Key performance
indicator
1. % in scope operating companies assessed.
2. % in scope operating companies with actions to close any gap.
Baseline
N/A
Measurement/units
1. Percentage of operating companies assessed compared to the total number of HEINEKEN operating companies.
2. Percentage of operating companies with an action plan to close any gap compared to the total number of HEINEKEN operating companies.
Key Definitions
–
–
Equal pay: Comparable salary levels for male and female employees on similar types of jobs in an operating company.
Equal work: Positions in HEINEKEN that are comparable to each other.
– Assessment: The analysis to review the current state of equal pay for equal work in an operating company. This analysis includes five measurement drivers related to Equal Pay, and is based on the actual
employee population and salary details in an operating company. The assessments are performed every two years, except in cases with a higher gap where more frequent monitoring takes place.
– Action plan: A list of commitments, actions and timelines aimed to improve on the various drivers of Equal Pay, based on the outcomes of the Equal Pay assessment for the operating company.
–
Equal pay drivers:
– Gender Pay Gap: Relative salary position (RSP) % gap between male and female employees per job grade per operating company;
– Gender Representation: The distribution of males and females per operating company;
– Performance Assessment and Salary Increase: Comparison of the salary increase % difference per performance rating between males and females;
– Promotions: Comparison of the promotion % of male and female employees over the last twelve months respectively;
– MT representation: The distribution of male and female employees in management teams.
Scope
– All consolidated entities.
–
– UBL and Russia are not included in the reporting scope.
Consolidated entities with less than 50 FTE are not included in the reporting scope.
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Ensure fair living and working standards of third-party employees and brand promotors
Key performance
indicator
Operating companies assessed for fair living and working standards.
Baseline
N/A
Measurement/units
Key Definitions
Percentage of operating companies assessed compared to the total number of in scope operating companies.
Living and working standards:
– Workers of third party service providers are receiving legal entitlements and basic conditions of employment;
–
–
Legal entitlements: salaries, pensions, holiday allowance, overtime pay, etc. as required by local law;
Basic conditions of employment include: third party employees should be paid fair wages and work reasonable hours, above minimum requirements where applicable; work in a decent work environment and
operate under an appropriate and effective Health and Safety management system.
Assessments:
–
Social assessments at HEINEKEN are based on third party assessment as per the ‘ERSA’ and/or ‘SMETA’ methodology and are used to assess whether HEINEKEN facilities and the Outsourced Service Providers
(OSPs) are compliant to these standards or have action plans in place to meet standards;
– Operating companies and their facilities are expected to be assessed once per three years, in addition to follow up assessments where necessary to monitor non-compliance and corrective actions;
– Assessments include a sample of OSPs on its facilities, the environment they work in and the management systems HEINEKEN has in place to monitor its relationship with both OSPs and
Brand Promotor Agencies.
Scope
Consolidated entities with production.
Entities without production (like sales only entities, export entities) are not in scope, with the exception of HEINEKEN USA.
Consolidated entities with less than 50 FTE are not included in the reporting scope.
–
–
–
– UBL is not included in the reporting scope.
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Create leadership capacity to drive zero fatal accidents and serious injuries at work
Key performance
indicator
Completion Life Saving Commitments (LSC) e-learning training for People Managers.
Baseline
N/A
Measurement/units
Key Definitions
Percentage of people managers that have completed the LCS training compared to the total population of people managers.
–
–
–
People managers are employees managing a team of employees (one or more direct reports).
The Life Saving Commitments (LSC) are based on our operation’s highest risk activities and focus on our personal commitment to follow and abide HEINEKEN’s safety standards. With the Golden Principle
everyone is empowered to stop work and speak up when work cannot be executed safely or if it is not possible to adhere to the LSC.
LSC e-learning: The e-learning includes LSC and Golden Principle descriptions, scenarios with practical examples and questions. Once all questions are correctly answered, the training is completed.
Scope
– All consolidated entities.
–
Russia is not included in the reporting scope.
Key performance
indicator
Zero work-related fatalities.
Baseline
N/A
Measurement/units
Total number of fatalities reported as a result of work-related accidents in a calendar year
Key Definitions
– Work-related fatal accident: Work-related fatal accident means occupational accident leading to death. All work-related fatal accidents of permanent, fixed-term or temporary personnel. Including work-
related fatal accidents occurring outside the premises owned or rented by HEINEKEN, such as during outlet visits, business travel, participation in courses or visits to conferences and fairs.
– Any fatal accidents involving permanent, fixed-term or temporary personnel in case the fatal accident occurred on the premises owned or rented by the HEINEKEN Company (e.g. headquarters, the
production or warehousing site (incl. employee housing when applicable) and HORECA (hotels, restaurants and cafés).
– Any fatal accidents when occurring with HEINEKEN Company assets (e.g. trucks), HEINEKEN materials (e.g. promotion materials), HEINEKEN Company products or HEINEKEN Company services (e.g. events),
including such fatal accidents involving contractor personnel when work was carried out as ordered by or on behalf of the HEINEKEN Company. Excluded are fatal accidents of members of the public due to
use of HEINEKEN products.
–
Fatal accidents to suppliers delivering raw materials, auxiliary materials and packaging materials are only in scope if a connection can be made to the HEINEKEN Company (e.g. drunk driving).
– We are following a prudent approach in disclosure of fatalities. In case we do not have sufficient information on the causes or circumstances of a fatality (e.g. lack of witnesses) and the conclusion of the local
authorities is not clear, we consider the case as work-related and disclose it accordingly.
Scope
All consolidated entities.
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Social – Positive impact in our communities
A social impact initiative in 100% of our markets in scope
Key performance
indicator
Percentage of markets having a social impact initiative in place.
Baseline
N/A
Measurement/units
Percentage of operating companies in scope with a social impact initiative in place.
Key Definitions
–
–
–
–
Social impact initiative: an initiative which addresses a social issue within a community. An initiative qualifies when having a relevant focus area, a valid partner and a clear agreement.
Community: a group of people living in the same place or having a particular characteristic in common (like circumstances, lifestyle, belief or interest). Examples are a neighbourhood, families living near the
brewery, a municipality, smallholder farmers, an under-represented group in society.
Relevant focus area: a social issue within a community which is linked to HEINEKEN’s business and Brew a Better World pillars, and which contributes to one (or more) of the UN Global Goals. For example
creating access to water, reducing inequality, promoting inclusion and diversity, economic empowerment of underserved groups, etc.
Valid partner: a third-party organisation which has a well known and credible interest to bring people together and help tackle the problems raised by the community. Examples are an NGO, foundation
(including HEINEKEN’s own foundations), charity, governmental body, public agency, social enterprise, co-operative, etc. In case there is no suitable third-party to address the issue the operating company
may take direct action itself.
– A clear agreement: operating company and the relevant third-party have agreed objectives, actions and (financial) contribution. Evidence of this can include a Memorandum of Understanding, a contract
signed by both parties, an exchange of letters or mails. The agreement should be valid for the reporting year. Only one initiative is required per country.
Scope
– All consolidated entities.
–
–
– Derogations may be granted, for example in case external circumstances, such as civil unrest and high volatility, which hamper or delay the process. For 2022, derogations were granted to Sierra Leone
Entities without production (like sales only entities, export entities) are not in scope, with the exception of HEINEKEN USA.
Consolidated entities with less than 50 FTE are not included in the reporting scope.
and Haiti.
Local sourcing of agricultural ingredients in Africa: 50% increase in volume by 2025
Key performance
indicator
% increase in volume of locally sourced agricultural ingredients.
Baseline
2020
Measurement/units
Growth in the total quantity of local raw materials compared to 2020, reported in a percentage of increase.
Key Definitions
Locally sourced agricultural ingredients:
–
–
Estimated quantity (in metric tons) of agricultural ‘extract’ producing raw materials that are cultivated in Africa and that are used in the manufacture of beers, soft drinks, cider, wine and spirits at our own
production facilities in Africa;
Local means both domestic as well as from other countries on the African continent.
Scope
All consolidated entities on the African continent.
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Responsible – Always a choice
A zero alcohol option for two strategic brands in the majority of our markets (accounting for 90% of our business) by 2023
Key performance
indicator
% of volume of operating companies with 0.0 line extensions for two strategic brands.
Baseline
N/A
Measurement/units
Percentage of full-year consolidated Beer & Cider volumes of operating companies which have two zero alcohol options in the latest quarter of the year compared to the full-year consolidated volume for all
operating companies in the scope for Beer & Cider.
Key Definitions
–
–
–
–
Strategic brand: a brand in our portfolio where we invest in.
Zero alcohol option (line extension): An adult beverage (Beer or Cider) proposition which has beer associations either through brand or taste.
Export markets: refer to countries outside the custom borders of countries where operating companies are residing.
Licenced markets: refer to countries where our products are sold under a licence agreement by joint ventures, associates and third-parties.
Scope
– All consolidated entities selling Beer & Cider.
–
–
Export markets and licenced markets are excluded from the scope.
Lagunitas is excluded from the scope, as it is a single brand OpCo.
Clear and transparent consumer information on 100% of our products in scope by 2023
Key performance
indicator
Percentage compliant line extensions in scope.
Baseline
N/A
Measurement/units
Volume (in hl) of 100% compliant line extensions divided by total volume (in hl).
Key Definitions
–
–
–
–
–
Line extension: A line extension is a different beverage from an established brand name. While the products have distinct differences the extension is very dependent initially on customer recognition of the
parent brand name. For example, Heineken® 0.0 is a line extension of Heineken® original.
Compliant line extension: A line extension is compliant in case all stock-keeping-units (SKUs) reported under the line extension are compliant. A SKU is compliant in case all required consumer information is
included on the label of that SKU or online in particular cases due to local market circumstances.
Required consumer information includes information on alcohol by volume, energy values (kcal), ingredients, allergens, nutritional values, responsible consumption symbols, QR code (not required for soft
drinks) with a link to alcohol and health webpage and recycling symbols.
In case mandatory local laws prescribed more, less, or different information to be included on consumer facing packaging these local requirements take precedence.
Timing of compliance: all SKUs leaving the breweries before the end of 2023.
Scope
Volumes produced and/or sold by consolidated operating companies. This does not include sales in export markets and licenced brands.
Line extensions with a prior year volume below 50 khl are excluded from the reported KPI.
–
–
– UBL is not included in the reporting scope.
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Reporting basis and governance of non-financial indicators
Responsible – Address harmful use
100% of markets in scope have a partnership to address alcohol-related harm
Key performance
indicator
Percentage of operating companies in scope with active partnership.
Baseline
N/A
Measurement/units
Key Definitions
Scope
Percentage of operating companies in scope with active partnership compared to all operating companies in scope.
– Active partnership: An initiative qualifies when having a relevant focus area, a valid partner and a clear agreement.
–
Relevant Focus area – A relevant Partnership should address one of the following alcohol-related harms: Drink driving (DD), Underage drinking, Excessive consumption, Drinking while pregnant, or
Alcohol addiction.
Valid partner: a third-party organisation which has a well known and credible interest to bring people together and help tackle the problems raised by the community. Examples are an NGO, foundation
(including HEINEKEN’s own foundations), charity, governmental body, public agency, social enterprise, co-operative, etc. In case there is no suitable third-party to address the issue the operating company
may take direct action itself.
–
– A clear agreement: operating company and the relevant third-party have agreed objectives, actions and (financial) contribution. Evidence of this can include a Memorandum of Understanding, a contract
signed by both parties, an exchange of letters or mails. The agreement should be valid for the reporting year. Only one initiative is required per country.
Entities without production (like sales only entities, export entities) are not in scope, with the exception of HEINEKEN USA.
Consolidated entities with less than 50 FTE are not included in the reporting scope.
– All consolidated entities.
–
–
– UBL is not included in the reporting scope.
– Derogations may be granted, for example in case of religious grounds, local legislation prohibiting alcohol companies from harm reduction activities or markets where there is a conflict or natural disaster. For
2022, derogations were granted to Myanmar, Algeria, Sri Lanka and Haiti.
Responsible – Make moderation cool
10% of Heineken® media spend invested every year in responsible consumption campaigns, reaching one billion consumers
Key performance
indicator
1. 10% Heineken Media Spend invested every year in responsible consumption campaigns.
2. Reaching one billion consumers.
Baseline
N/A
Measurement/units
Key Definitions
1. Percentage of media spend on the Heineken® brand for responsible consumption campaigns compared to the total media spend on the Heineken® brand.
2. The number of consumers reached with Enjoy Heineken® Responsibly campaigns.
– Heineken® media spend: expenses incurred for placing and broadcasting Heineken® brand dedicated campaigns.
–
Enjoy Heineken® Responsible campaign: Media spend for placing and broadcasting Heineken® brand dedicated responsible consumption campaigns (for example supporting ‘Enjoy Heineken® Responsibly’
or ‘When You Drive, Never Drink’, or other Responsible Consumption initiatives).
–
–
Consumers reached: The number of unique consumers reached is calculated using the Sainsbury Formula, allowing us to estimate audience duplication so we can ascertain the net reach across multiple
markets and several digital media channels/platforms.
For reporting of the KPIs we rely on third-party information providers.
Scope
– Markets where our consolidated operating companies operate. Export markets and markets where media advertising is not fully allowed (‘(semi-)dark markets’) are excluded.
– UBL is not included in the reporting scope.
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Reporting basis and governance of non-financial indicators
Foundation: our ways of working – Responsible business conduct
An effective Speak Up framework
Key performance
indicator
–
Speak Up reports per year.
Baseline
N/A
Measurement/units
– Number of Speak Up reports filed per year per 100 FTE.
Key Definitions
–
Speak Up report: A report of a concern about a (suspected) violation(s) of the Code of Business Conduct and its underlying policies or the law, reported via one of the Speak Up channels (such as the Speak Up
website, phone line or email).
Scope
All consolidated entities.
Zero tolerance to bribery and corruption
Key performance
indicator
1. The % of employees that completed the Code of Business Conduct (CoBC) training.
2. The % of employees out of the pre-assigned target audience that completed the Anti-Bribery & Corruption (ABAC) training.
Baseline
N/A
Measurement/units
1. Percentage of individual trainings completed compared to the total number of employees.
2. Percentage of total number of individual training completions compared to the total number of employees to whom the training is assigned.
Key Definitions
–
CoBC training: Annual dilemma based e-learning covering the topics within the Code of Business Conduct.
– ABAC training: Dilemma based e-learning aimed to recognise and resist bribery & corruption.
–
Pre-assigned target audience: the training is mandatory for employees in certain functions, such as Management teams, Sales and Distribution, Procurement, Finance, Corporate Affairs, Legal, Customer
Service and Logistics and other employees who interact with public officials or manage relations with third-parties who interact with public officials on our behalf.
Scope
All consolidated entities.
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Appropriation of Results
Article 12, paragraph 7, of the Articles of Association stipulates:
“Of the profits, payment shall first be made, if possible, of a dividend of six % of the issued part of the authorised share
capital. The amount remaining shall be at the disposal of the General Meeting of Shareholders.”
Civil Code
Heineken N.V. is not a ‘structuurvennootschap’ within the meaning of Section 2:152-164 of the Dutch Civil Code.
Heineken Holding N.V., a company listed on Euronext Amsterdam, holds 50.005% of the issued shares of Heineken N.V.
Authorised capital
The Company’s authorised capital amounts to €2,500 million.
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Independent Auditor’s Report
To the shareholders and the Supervisory Board of Heineken N.V
Information in support of our opinion
Report on the audit of the financial statements for the year ended
31 December 2022 included in the annual report
Our opinion
We have audited the financial statements for the year ended 31 December 2022 of Heineken N.V, based in
Amsterdam, the Netherlands. The financial statements comprise the consolidated financial statements and the
Company financial statements.
In our opinion:
– The accompanying consolidated financial statements give a true and fair view of the financial position of Heineken
N.V as at 31 December 2022, and of its result and its cash flows for for the year ended 31 December 2022 in
accordance with International Financial Reporting Standards as adopted by the European Union (EU-IFRS) and with
Part 9 of Book 2 of the Dutch Civil Code.
– The accompanying Company financial statements give a true and fair view of the financial position of Heineken N.V
as at 31 December 2022, and of its result for for the year ended 31 December 2022 in accordance with Part 9 of Book
2 of the Dutch Civil Code.
The consolidated financial statements comprise:
– The consolidated statement of financial position as at 31 December 2022.
We designed our audit procedures in the context of our audit of the financial statements as a whole and in forming our
opinion thereon. The following information in support of our opinion was addressed in this context, and we do not
provide a separate opinion or conclusion on these matters.
Materiality
Based on our professional judgement we determined the materiality for the financial statements as a whole at
€ 210 million (2021: €170 million). The materiality is based on 5% of profit before tax from continuing operations using
net revenue as supporting benchmark. We have also taken into account misstatements and/or possible misstatements
that in our opinion are material for the users of the financial statements for qualitative reasons. The increase compared
to 2021 is predominantly the result of stronger performance, and the impact of newly acquired entities on the financial
statements of Heineken N.V.
Audits of group entities (components) were performed using materiality levels determined by the judgement of the
group audit team, having regard to the materiality of the consolidated financial statements.
Component materiality for our three largest components was € 65 million, and our materiality for other components did
not exceed € 45 million.
We agreed with the Supervisory Board that misstatements in excess of €10.5 million, which are identified during the audit,
would be reported to them, as well as smaller misstatements that in our view must be reported on qualitative grounds.
– The following statements for 2022: the consolidated statement of profit or loss and other comprehensive income, the
consolidated statement of changes in equity and the consolidated statement of cash flows.
– The notes comprising a summary of the significant accounting policies and other explanatory information.
Scope of the group audit
Heineken N.V is at the head of a group of entities. The financial information of this group is included in the consolidated
financial statements of Heineken N.V.
The company financial statements comprise:
– The Company balance sheet as at 31 December 2022.
– The Company profit and loss account for for the year ended 31 December 2022.
– The notes comprising a summary of the accounting policies and other explanatory information.
Basis for our opinion
We conducted our audit in accordance with Dutch law, including the Dutch Standards on Auditing. Our responsibilities
under those standards are further described in the 'Our responsibilities for the audit of the financial statements' section of
our report.
We are independent of Heineken N.V in accordance with the EU Regulation on specific requirements regarding statutory
audit of public-interest entities, the Wet toezicht accountantsorganisaties (Wta, Audit firms supervision act), the
Verordening inzake de onafhankelijkheid van accountants bij assurance- opdrachten (ViO, Code of Ethics for Professional
Accountants, a regulation with respect to independence) and other relevant independence regulations in the
Netherlands. Furthermore, we have complied with the Verordening gedrags- en beroepsregels accountants (VGBA, Dutch
Code of Ethics).
We believe the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Because we are ultimately responsible for the opinion, we are responsible for directing, supervising and performing the
group audit. In this respect we have determined the nature and extent of the audit procedures to be carried out on the
entities. Our group audit is mainly focused on financially large entities in terms of size and financial interest or where
significant risks or complex activities were present, leading to full audits performed for 27 (2021: 28 components)
components, including 2 non-consolidated components.
We have performed audit procedures ourselves at Heineken N.V., corporate entities and certain operations in the
Netherlands. Furthermore, we performed audit procedures at group level on areas such as consolidation, disclosures,
impairment testing for intangible assets (including goodwill) and non-current assets held for sale, joint ventures, financial
instruments, acquisitions and divestments. Specialists were involved amongst others in the areas of treasury, information
technology, forensics, tax, accounting, pensions and valuations. For the selected component audit teams, the group audit
team provided detailed written instructions, which, in addition to communicating our requirements of component audit
teams, also detailed significant audit areas and information obtained centrally relevant to the audit of individual
components, including awareness for risks related to management override of controls.
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Independent Auditor’s Report
Furthermore, we developed a plan for overseeing each component audit team based on its relative significance and
specific risk characteristics. Our oversight procedures included (virtual) meetings with the component auditor and
component management and physical or remote working paper reviews for The Netherlands, United Kingdom, France,
Spain, Italy, Austria, Poland, Brazil, Mexico, USA, Nigeria, Vietnam, South Africa and India. We also reviewed component
audit team deliverables for the countries listed above and the additional countries in scope to gain a sufficient
understanding of the work performed based on our instructions. The nature, timing and extent of our oversight
procedures varied based on both quantitative and qualitative considerations. For smaller components, we have
performed review procedures or specific audit procedures.
By performing the procedures mentioned above at group entities, together with additional procedures at group level, we
have been able to obtain sufficient and appropriate audit evidence about the group’s financial information to provide an
opinion about the consolidated financial statements.
Audit approach fraud risks
In accordance with Dutch Standards on Auditing, we are responsible for obtaining reasonable assurance that the
financial statements taken as a whole are free from material misstatements, whether due to fraud or error. Inherent to
our responsibilities for the audit of the financial statements, there is an unavoidable risk that material misstatements go
undetected, even though the audit is planned and performed in accordance with Dutch law. The risk of undetected
material misstatements due to fraud is even higher, as fraud may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control. Also, we are not responsible for the prevention and detection of
fraud and non-compliance with all laws and regulations. Our audit procedures differ from a forensic or legal investigation,
which often has a more in-depth character.
We identified and assessed the risks of material misstatements of the financial statements due to fraud. During our audit
we obtained an understanding of the entity and its environment and the components of the system of internal control,
including the risk assessment process and management's process for responding to the risks of fraud and monitoring the
system of internal control and how the supervisory board exercises oversight, as well as the outcomes. We refer to section
Risk management of the annual report for the
Executive Board's (fraud) risk assessment and section To the Shareholders (paragraph Audit Committee) of the
Supervisory Board report in which the supervisory board reflects on this fraud risk assessment. We note that
management regularly updates on its risk assessment including fraud and updates its risk and control framework.
We evaluated the design and relevant aspects of the system of internal control and in particular the fraud risk
assessment, as well as the Code of Business Conduct, Company Rules, Speak Up policy and incident registrations. We
evaluated the design and the implementation and, where considered appropriate, tested the operating effectiveness, of
internal controls designed to mitigate fraud risks. Further, for certain selected speak up cases, we evaluated
management’s response and remedial actions and measures.
As part of our process of identifying fraud risks, we evaluated fraud risk factors with respect to financial reporting fraud,
misappropriation of assets and bribery and corruption in close co-operation with our forensic specialists. We evaluated
whether these factors indicate that a risk of material misstatement due fraud is present.
Following these procedures, and the presumed risks under the prevailing audit standards, we considered fraud risks
related to management override of controls. Our audit procedures to respond to these fraud risks include, amongst
others, an evaluation of relevant internal controls and supplementary substantive audit procedures, including detailed
testing of journal entries and post-closing adjustments based on supporting documentation. Data analytics, including
selection of journal entries based on risk-based characteristics, form part of our audit approach to address the identified
fraud risks.
Revenues82%18%Full scope audit coverageOther coverageProfit before income tax75%25%Full scope audit coverageOther coverageAssets88%12%Full scope audit coverageOther coverage Introduction
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Independent Auditor’s Report
Additionally, we performed further procedures including, among others, the following:
– We incorporated elements of unpredictability in our audit. We also considered the outcome of our other audit
procedures and evaluated whether any findings were indicative of fraud or noncompliance.
– We considered available information and made enquiries of relevant key management personnel, the Executive Board
and the Supervisory Board.
– We tested the appropriateness of journal entries recorded in the general ledger and other adjustments made in the
preparation of the financial statements.
– We evaluated whether the selection and application of accounting policies by the group, particularly those related to
subjective measurements and complex transactions, may be indicative of fraudulent financial reporting.
– We evaluated whether the judgments and decisions made by the Executive Board in making the accounting
estimates included in the financial statements indicate a possible bias that may represent a risk of material
misstatement due to fraud. The Executive Board’s insights, estimates and assumptions that might have a major
impact on the financial statements are disclosed in Note 3 of the financial statements.
– We performed a retrospective review of management judgments and assumptions related to significant accounting
estimates reflected in prior year financial statements.
Given the nature and complexity of Heineken N.V’s business, we considered the risk of non-compliance in the areas of
competition, data protection, human rights, tax and other applicable laws and regulations. In addition, we considered
major laws and regulations applicable to listed companies.
Our procedures are more limited with respect to laws and regulations that do not have a direct effect on the
determination of the amounts and disclosures in the financial statements. Compliance with these laws and regulations
may be fundamental to the operating aspects of the business, to Heineken N.V’s ability to continue its business, or to
avoid material penalties (e.g., compliance with the terms of operating licenses and permits or compliance with
environmental regulations) and therefore non-compliance with such laws and regulations may have a material effect on
the financial statements. Our responsibility is limited to undertaking specified audit procedures to help identify non-
compliance with those laws and regulations that may have a material effect on the financial statements.
Our procedures are limited to (i) inquiry of key management personnel, the Executive Board, the Supervisory Board and
others within Heineken N.V’s as to whether the Heineken N.V is in compliance with such laws and regulations and (ii)
inspecting correspondence, if any, with the relevant licensing or regulatory authorities to help identify non-compliance
with those laws and regulations that may have a material effect on the financial statements.
We remained alert to indications of (suspected) non-compliance throughout the audit.
Certain management estimates and judgements are considered most significant to our audit. Reference is made to the
section ‘Our key audit matters’ for further details on those estimates and judgments.
Finally, we obtained written representations that all known instances of (suspected) fraud or non-compliance with laws
and regulations have been disclosed to us.
Audit approach going concern
Our responsibilities, as well as the responsibilities of the Executive Board and the Supervisory Board, related to going
concern under the prevailing standards are outlined in the “Description of responsibilities regarding the financial
statements” section below. In fulfilling our responsibilities, we performed procedures including evaluating management’s
assessment of the Company’s ability to continue as a going concern and considering the impact of financial, operational,
and other conditions. Based on these procedures, we did not identify any reportable findings related to the entity’s ability
to continue as a going concern.
For significant transactions such as various business acquisitions during the year, we evaluated whether the business
rationale of the transactions suggest that they may have been entered into to engage in fraudulent financial reporting or
to conceal misappropriation of assets.
This did not lead to indications for fraud potentially resulting in material misstatements.
Audit approach compliance with laws and regulations
We assessed the laws and regulations relevant to the Company through discussion with, amongst others, the Executive
Board, Group Legal Counsel and those charged with governance, reading minutes of board meetings and reports of
internal audit. We also involved our forensic specialists in this assessment.
As a result of our risk assessment procedures, and while realizing that the effects from non-compliance could considerably
vary, we considered the following laws and regulations: adherence to (corporate) tax laws and financial reporting
regulations, the requirements under the International Financial Reporting Standards as adopted by the European Union
(EU-IFRS) and Part 9 of Book 2 of the Dutch Civil Code with a direct effect on the financial statements as an integrated
part of our audit procedures, to the extent material for the related financial statements.
We obtained sufficient appropriate audit evidence regarding provisions of those laws and regulations generally
recognized to have a direct effect on the financial statements.
Apart from these, Heineken N.V is subject to other laws and regulations where the consequences of non- compliance
could have a material effect on amounts and/or disclosures in the financial statements, for instance, through imposing
fines or litigation.
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Our key audit matters
Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the
financial statements. We have communicated the key audit matters to the Supervisory Board. The key audit matters are
not a comprehensive reflection of all matters discussed.
The below identified key audit matters were addressed in the context of our audit of the financial statements as a whole
and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
Impairment testing of intangible assets and property, plant and equipment — Refer to Notes 8.1 and
8.2 to the financial statements
Key audit
matter
Intangible assets (including goodwill) and property, plant and equipment amounted to EUR 35,031
million at 31 December 2022 and represented 67 percent of the consolidated total assets. Following
Russia’s military actions and the ongoing war in the Ukraine, HEINEKEN decided to leave Russia and
transfer its business to a new owner. Pending completion of the envisaged transfer, non-current assets
of EUR 255 million related to HEINEKEN’s business in Russia have been recognised as held for sale.
This resulted in a total amount of assets and disposal groups held for sale of EUR 315 million.
For purposes of impairment testing, goodwill is allocated and monitored on a (groups of) Cash
Generating Unit (‘CGU’) level. Other intangibles and property, plant and equipment, are grouped to
CGUs. For goodwill, management is required to assess the recoverable amount of the respective
CGUs (or groups of CGUs). Recoverable amounts of other non- current assets are assessed upon the
existence of a triggering event. For assets or disposal groups held for sale, an impairment loss is
recognised should the carrying amount exceed the fair value less cost to sell.
In view of the inherent uncertainties, including those related to the current macro- economic
environment and geopolitical climate related to Russia, the projection of sales volumes, revenue,
margins and discount rates in management's impairment tests, involved an increased level of
judgement. As a result of the impairment testing for the current year, management concluded on
impairment losses of EUR 126 million and a reversal of EUR 258 million. Further details on the
accounting and disclosures under IAS 36 Impairment of Assets are included in notes 8.1 and 8.2 to
the financial statements. Further details on the accounting and disclosure under IFRS 5 Non-current
Assets Held for Sale are included in note 10.2 to the financial statements.
Given the increased level of judgement made by management to estimate the recoverable
amounts used in management’s impairment tests for intangible assets (including goodwill) and
property, plant and equipment and the fair value less cost to sell for HEINEKEN’s business in Russia,
procedures to evaluate the reasonableness of projected sales volumes, revenue and discount rates
required a high degree of auditor judgement and an increased extent of effort, including the need
to involve our valuation specialists.
How the scope
of our audit
responded to
the key audit
matter
Our audit procedures related to the projection of sales volumes, revenue, margins and discount
rates used by management included the following, amongst others:
– We obtained an understanding of management's process over the impairment trigger tests
and the resulting impairment tests.
– We evaluated management’s ability to accurately forecast by comparing actual results to
management’s historical forecasts.
– We evaluated sensitivities in management’s projections, including those potentially related to
climate risk factors, that could cause a substantial change to the impairments recorded, and or
cause headroom to change in an impairment.
– We evaluated sensitivities in management’s estimate of the fair value less cost to sell including
the impact of current and expected uncertainties around Russia.
– We evaluated projected cash flows by:
– Comparing the projections to historical forecasts, historical growth rates, including
assessing the effects of the current macro-economic and geopolitical climate, and
information included in HEINEKEN’s internal communications to the management and
the Executive Board.
– Challenging management’s ability to price adjust for expected inflation rates and
comparing projected sales volumes, revenue and margins to, for example, external
economic outlook data, analyst reports and external market data on the beer market.
– We evaluated the fair value less cost to sell of the Russia disposal group by challenging
management’s assumptions related to HEINEKEN’S plan to leave Russia and transfer its
business to a new owner.
– With the assistance of our valuation specialists, we evaluated the reasonableness of discount
rates, including testing the source information underlying the determination of the discount rates,
testing the mathematical accuracy of the calculation, and developing a range of independent
estimates and comparing those to the discount rates selected by management.
Observation
Applying the aforementioned materiality, we did not identify any reportable findings in
management’s assessment of the recoverability of intangible assets (including goodwill) and property,
plant and equipment, the fair value less cost to sell for assets or disposal groups held for sale, the
impairments recorded and the disclosures in Notes 8.1, 8.2 and 10.2.
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Management judgement related to the provisions for uncertain tax positions and the recoverability of
deferred tax assets — Refer to Notes 9.2 and 12 to the financial statements
Key audit
matter
How the scope
of our audit
responded to
the key audit
matter
HEINEKEN operates across several tax jurisdictions and is subject to periodic challenges by local tax
authorities during the normal course of business. In those cases where the amount of tax payable is
uncertain, management establishes provisions based on its judgement of the probable amount of
the related tax liability. Deferred tax assets are only recognized to the extent that it is probable that
future taxable income will be available, against which unused tax losses can be utilized. This
assessment is performed annually and based on budgets and business plans for the coming years,
including planned commercial initiatives and the impact of macro- economic uncertainties.
HEINEKEN recorded uncertain tax positions and deferred tax assets for an amount of
EUR 371 million and EUR 618 million, respectively, as of 31 December 2022.
The accounting for uncertain tax positions and deferred tax assets, as detailed in Notes 9.2 and 12
to the financial statements, inherently requires management to apply judgement in quantifying
appropriate provisions (including assessing probable outcomes) for uncertain tax positions, and in
determining the recoverability of deferred tax assets.
Given the significant judgement applied by management, performing procedures to evaluate the
reasonableness of probable outcomes for uncertain tax positions and the recoverability of deferred
tax assets based on budgets and business plans, required a higher degree of auditor judgement, an
increased extent of effort and a need to involve our in-country tax specialists.
Our audit procedures to address management’s judgements related to the provisions for uncertain
tax positions and recoverability of deferred tax assets included the following, amongst others:
– We obtained an understanding of management’s tax process related to the assessment of
uncertain tax positions and the recoverability of deferred tax assets.
– We involved our in-country tax specialists to assess tax risks, tax carry forward facilities,
legislative developments and the status of ongoing local tax authority audits.
– We challenged, with the help of our tax specialists, management’s judgement applied in
quantifying provisions for tax uncertainties and assessing probable outcomes based on
correspondence with tax authorities, case law and opinions from management’s tax experts.
– We evaluated management’s ability to forecast taxable income accurately by comparing prior
forecasts on future taxable income with the actual income for the year.
– We evaluated management’s recoverability assessment, including the likelihood of generating
sufficient future taxable income based on budgets, business plans, and tax losses carry forward
facilities in the various tax jurisdictions (including expiry dates).
Observation
Applying the aforementioned materiality, we have audited the provisions for uncertain tax positions
and the valuation of deferred tax assets as well as the related disclosure in Notes 9.2 and 12 and
have no reportable findings.
Report on the other information included in the annual report
In addition to the financial statements and our auditor’s report thereon, the annual report contain other information
consists of:
– Report of the Executive Board.
– Report of the Supervisory Board.
– Other Information as required by Part 9 of Book 2 of the Dutch Civil Code.
– Other information included in the Annual Report.
Based on the following procedures performed, we conclude that the other information:
– Is consistent with the financial statements and does not contain material misstatement
We have read the other information. Based on our knowledge and understanding obtained through our audit of the
financial statements or otherwise, we have considered whether the other information contains material misstatements.
By performing these procedures, we comply with the requirements of Part 9 of Book 2 of the Dutch Civil Code and the
Dutch Standard 720. The scope of the procedures performed is substantially less than the scope of those performed in
our audit of the financial statements.
The Executive Board is responsible for the preparation of the other information, including the report of the Executive
Board in accordance with Part 9 of Book 2 of the Dutch Civil Code, and the other information as required by Part 9 of
Book 2 of the Dutch Civil Code.
Report on other legal and regulatory requirements and ESEF
Engagement
We were engaged by the Supervisory Board as auditor of Heineken N.V on April 24, 2014, for the audit of the year 2015
and have operated as statutory auditor ever since that financial year.
No prohibited non-audit services
We have not provided prohibited non-audit services as referred to in Article 5(1) of the EU Regulation on specific
requirements regarding statutory audit of public-interest entities.
European Single Electronic reporting Format (ESEF)
Heineken N.V has prepared its annual report in ESEF. The requirements for this are set out in the Commission Delegated
Regulation (EU) 2019/815 with regard to regulatory technical standards on the specification of a single electronic
reporting format (hereinafter: the RTS on ESEF).
In our opinion, the annual report, prepared in XHTML-format, including the (partly) marked-up consolidated financial
statements, as included in the reporting package by Heineken N.V complies in all material respects with the RTS on ESEF.
The Executive Board is responsible for preparing the annual report including the financial statements in accordance with
the RTS on ESEF, whereby the Executive Board combines the various components into a single reporting package.
Our responsibility is to obtain reasonable assurance for our opinion whether the annual report in this reporting package
complies with the RTS on ESEF.
We performed our examination in accordance with Dutch law, including Dutch Standard 3950N ‘Assurance-opdrachten
inzake het voldoen aan de criteria voor het opstellen van een digitaal verantwoordingsdocument’ (assurance
engagements relating to compliance with criteria for digital reporting).
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
190
Independent Auditor’s Report
Our examination included amongst others:
– Obtaining an understanding of the company’s financial reporting process, including the preparation of the
reporting package.
– Identifying and assessing the risks that the annual report does not comply in all material respects with the RTS on ESEF
and designing and performing further assurance procedures responsive to those risks to provide a basis for our opinion,
including:
– obtaining the reporting package and performing validations to determine whether the reporting package
containing the Inline XBRL instance and the XBRL extension taxonomy files has been prepared in accordance with
the technical specifications as included in the RTS on ESEF;
– examining the information related to the consolidated financial statements in the reporting package to determine
whether all required mark-ups have been applied and whether these are in accordance with the RTS on ESEF.
Description of responsibilities regarding the financial statements
Responsibilities of the Executive Board and the Supervisory Board for the financial statements
The Executive Board is responsible for the preparation and fair presentation of the financial statements in accordance
with EU-IFRS and Part 9 of Book 2 of the Dutch Civil Code. Furthermore, the Executive Board is responsible for such
internal control as the Board determines is necessary to enable the preparation of the financial statements that are free
from material misstatement, whether due to fraud or error.
As part of the preparation of the financial statements, the Executive Board is responsible for assessing the Company’s
ability to continue as a going concern. Based on the financial reporting frameworks mentioned, the Executive Board
should prepare the financial statements using the going concern basis of accounting unless the Executive Board either
intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.
The Executive Board should disclose events and circumstances that may cast significant doubt on the Company's ability
to continue as a going concern in the financial statements.
The Supervisory Board is responsible for overseeing the Company's financial reporting process.
Our responsibilities for the audit of the financial statements
Our objective is to plan and perform the audit assignment in a manner that allows us to obtain sufficient and
appropriate audit evidence for our opinion.
Our audit has been performed with a high, but not absolute, level of assurance, which means we may not detect all
material errors and fraud during our audit.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could
reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
The materiality affects the nature, timing and extent of our audit procedures and the evaluation of the effect of
identified misstatements on our opinion.
We have exercised professional judgement and have maintained professional scepticism throughout the audit, in
accordance with Dutch Standards on Auditing, ethical requirements and independence requirements. Our audit included
among others:
– Identifying and assessing the risks of material misstatement of the financial statements, whether due to fraud or error,
designing and performing audit procedures responsive to those risks, and obtaining audit evidence that is sufficient
and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from
fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions,
misrepresentations, or the override of internal control.
– Obtaining an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
Company’s internal control.
– Evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates and
related disclosures made by the Executive Board.
– Concluding on the appropriateness of the Executive Board's use of the going concern basis of accounting, and based
on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast
significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty
exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or,
if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up
to the date of our auditor's report. However, future events or conditions may cause the Company to cease to continue
as a going concern.
– Evaluating the overall presentation, structure and content of the financial statements, including the disclosures.
– Evaluating whether the financial statements represent the underlying transactions and events in a manner that
achieves fair presentation.
Because we are ultimately responsible for the opinion, we are also responsible for directing, supervising and performing the
group audit. In this respect we have determined the nature and extent of the audit procedures to be carried out for group
entities. Decisive were the size and/or the risk profile of the group entities or operations. On this basis, we selected group
entities for which an audit or review had to be carried out on the complete set of financial information or specific items.
We communicate with the Supervisory Board regarding, among other matters, the planned scope and timing of the
audit and significant audit findings, including any significant findings in internal control that we identified during our
audit. In this respect we also submit an additional report to the audit committee in accordance with Article 11 of the EU
Regulation on specific requirements regarding statutory audit of public- interest entities. The information included in this
additional report is consistent with our audit opinion in this auditor's report.
We provide the Supervisory Board with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to
bear on our independence, and where applicable, related safeguards.
From the matters communicated with the Supervisory Board, we determine the key audit matters: those matters that
were of most significance in the audit of the financial statements. We describe these matters in our auditor's report
unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, not
communicating the matter is in the public interest.
Amsterdam, February 14, 2023
Deloitte Accountants B.V.
M.J. van der Vegte
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
191
Assurance Report of the Independent Auditor (of non-financial indicators)
LIMITED ASSURANCE REPORT OF THE INDEPENDENT AUDITOR ON
KEY PERFORMANCE INDICATORS SELECTED 2022 OF HEINEKEN N.V.
The scope of our review was to provide limited assurance on the following KPIs in the section “Our Brew a Better World
2030 goals and progress”, on the pages 131 – 133 namely:
To: the Annual General Meeting
Our conclusion
We have reviewed selected key performance indicators (KPIs), as described below, and presented in the sustainability
report the sustainability information as stated on page 126 – 183 in the accompanying Annual Report for the year 2022
(“the sustainability data”) of Heineken N.V, Amsterdam. A review is aimed at obtaining a limited level of assurance.
Based on our procedures performed nothing has come to our attention that causes us to believe that the KPIs are not
prepared, in all material respects, in accordance with the reporting criteria as included in the section ‘Reporting Criteria’
section of our report.
Areas
Key performance indicator as disclosed in the column “Our 2022 results”
Reach net zero Carbon
1. Reduction of tCO2e % vs. baseline 2018 in scope 1 & 2 emissions
2. % energy from renewable sources (as disclosed on page 135)
3. Total absolute reduction of tCO2 % versus 2018 scope 1, 2 and 3 emissions
4. % sustainable sourced ingredients (hops, barley)
Maximise circularity
5. # of sites that are landfill free
Towards healthy
watersheds
6. % of water-stressed sites are fully water balanced
7. # of sites that have wastewater treatment plants
Embrace inclusion and
Diversity
8. Average water usage in water-stressed areas and globally
9. % women in senior management
10. # of regions have at least 65% regional nationals in leadership team
11. % of management trained in inclusive leadership
A fair & Safe workplace
12. % fair wage assessments across our operating companies
13. % of direct employees earn at least a fair wage
14. % of operating companies went through equal pay assessments
15. % operating companies have action plans in place
16. Fatal accidents (as disclosed on page 145)
17. % of people managers completed the Life Saving Rules Commitments training
18. % of operating companies have been assessed to ensure fair living and working
standards for third party employees and brand promoters
Positive impact in our
communities
19. % increase in volume from locally sourced agricultural ingredients
20. % of our markets in scope had an social impact initiative
Always a choice
21. Markets with a zero alcohol option markets with a zero alcohol option for at least two
strategic brands represented % of our beer and cider volumes
22. % of our products in scope had fully compliant labels
Address harmful use
Make moderation cool
23. % of markets in scope had a partnership to address alcohol-related harm
24. Our operating companies invested over % of Heineken® media spend in dedicated
responsible consumption campaigns
25. Over # unique consumers reached worldwide
The information in scope of this assurance report needs to be read and understood in conjunction with the Reporting
Basis of non-financial indicators as included in the Annual Report 2022 on page 167 – 183.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
192
Assurance Report of the Independent Auditor (of non-financial indicators)
Basis for our conclusion
We have performed our review of the KPIs in accordance with Dutch law, including Dutch Standard 3000A ‘Assurance-
opdrachten anders dan opdrachten tot controle of beoordeling van historische financiële informatie’ (Assurance
engagements other than audits or reviews of historical financial information). This assurance engagement is aimed at
obtaining limited assurance. Our responsibilities under this standard are further described in the ‘Our responsibilities for
the review of the KPIs’.
We are independent of Heineken N.V. in accordance with the ‘Verordening inzake de onafhankelijkheid van accountants
bij assurance-opdrachten’ (ViO, Code of Ethics for Professional Accountants, a regulation with respect to independence)
and other relevant independence regulations in The Netherlands. This includes that we do not perform any activities that
could result in a conflict of interest with our independent assurance engagement. Furthermore we have complied with
the ‘Verordening gedrags- en beroepsregels accountants’ (VGBA, Dutch Code of Ethics).
We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion.
Reporting criteria
The reporting criteria used for the preparation of the KPIs are disclosed on pages 167–183 of the annual report in the
section ‘Reporting basis of non-financial indicators’.
The absence of an established practice on which to draw, to evaluate and measure non-financial information allows for
different, but acceptable, measurement techniques and can affect comparability between entities and over time.
Consequently, the KPIs need to be read and understood together with the reporting criteria used.
The references to external sources, third parties or websites in the sustainability report are not part of the KPIs as
reviewed by us. We therefore do not provide assurance on this information.
Responsibilities of the Executive Board and the Supervisory Board for the KPIs
The Executive Board of the Company is responsible for the preparation of the KPIs in accordance with the reporting
criteria as included in the ‘Reporting Criteria’ section, including the identification of the intended users and the definition
of material matters. The Executive Board is also responsible for selecting and applying the reporting criteria and for
determining that these reporting criteria are suitable for the legitimate information needs of stakeholders, taking into
account applicable law and regulations related to reporting. The choices made by the Executive Board regarding the
scope of the KPIs and the reporting policy are summarised on pages 167–183 of the annual report.
Furthermore, the Executive Board is responsible for such internal control as it determines is necessary to enable the
preparation of the KPIs that are free from material misstatement, whether due to fraud or errors.
The Supervisory Board is responsible for overseeing the reporting process of Heineken N.V.
Our responsibilities for the review of the KPIs
Our responsibility is to plan and perform the limited assurance assignment in a manner that allows us to obtain sufficient
and appropriate evidence for our conclusion.
Procedures performed to obtain a limited level of assurance are aimed to determine the plausibility of information and
vary in nature and timing from, and are less in extent, than for a reasonable assurance engagement. The level of
assurance obtained in review is therefore substantially less than the assurance obtained in an audit.
We apply the ‘Nadere voorschriften kwaliteitssystemen’ (NVKS, Regulations for quality management systems) and
accordingly maintain a comprehensive system of quality control including documented policies and procedures regarding
compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.
We have exercised professional judgement and have maintained professional scepticism throughout the review, in
accordance with the Dutch Standard 3000A, ethical requirements and independence requirements.
Our review included among others:
– Performing an analysis of the external environment and obtaining an understanding of relevant social themes and
issues, and the characteristics of the company including a media search to identify relevant risks and issues within the
scope of the assurance engagement during the reporting period;
– Evaluating the appropriateness of the reporting criteria used, their consistent application and related disclosures for
the KPIs.
– Obtaining an understanding of the reporting processes for the KPIs, including obtaining a general understanding of
internal control relevant to our review;
– Obtaining an understanding of the procedures performed by the internal audit department
– Identifying areas of KPIs where a material misstatement, whether due to errors of fraud, are most likely to occur,
designing and performing procedures responsive to these areas, and obtaining information that is sufficient and
appropriate to provide a basis for our conclusion.
– Evaluating the consistency of the KPIs with the information in the annual report which is not included in the scope of
our review.
– Evaluating the presentation, structure and content of the sustainability data;
– Considering whether the sustainability information as a whole, including the disclosures, reflects the purpose of the
reporting criteria used.
Amsterdam, February 14, 2023
Deloitte Accountants B.V.
M.J. van der Vegte
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
193
Shareholder Information
Investor relations
HEINEKEN is committed to maintaining an open and constructive dialogue with shareholders and bondholders.
HEINEKEN aims to keep them updated by informing clearly, accurately and in a timely manner about HEINEKEN’s
strategy, performance and other matters and developments that could be relevant to investors’ decisions.
Ownership structure
Heading the HEINEKEN Group and pursuant to its Articles of Association, the objective of Heineken Holding N.V., is to
manage or supervise the management of the HEINEKEN Group and to provide services for Heineken N.V. The role
Heineken Holding N.V. has performed for the HEINEKEN Group since 1952 has been to safeguard its continuity,
independence and stability and create conditions for controlled and steady growth of the activities of the HEINEKEN
Group. The stability provided by this structure has enabled the HEINEKEN Group to remain independent and to rise to its
present position as the brewer with the broadest international presence and one of the world’s largest brewing groups.
Every Heineken N.V. share held by Heineken Holding N.V. is matched by one share issued at the level of Heineken Holding
N.V. These shares are traded at a lower price due to technical factors that are market-specific. Heineken Holding N.V.
holds 50.005% of the Heineken N.V. issued shares. L’Arche Green N.V. holds 52.599% of the Heineken Holding N.V.
shares. The Heineken family holds 88.86% of L’Arche Green N.V. The remaining 11.14% of L’Arche Green N.V. is held by
the Hoyer family. Mrs. de Carvalho-Heineken also owns a direct 0.03% stake in Heineken Holding N.V.
Heineken N.V. shares and options
Heineken N.V. shares are traded on Euronext Amsterdam, where the Company is included in the main AEX Index. The
shares are listed under ISIN code NL0000009165. Prices for the shares may be accessed on Bloomberg under the
symbol HEIA.NA and on the Reuters Equities 2000 Service under HEIA. AS. Options on Heineken N.V. shares are listed on
Euronext Amsterdam.
In 2022, the average daily trading volume of Heineken N.V. shares was 634,735 shares.
Market capitalisation Heineken N.V.
Shares outstanding as at 31 December 2022: 575,318,212 shares of €1.60 nominal value (excluding own shares held by
the Company).
At a year-end price of €87.88 on 30 December 2022, the market capitalisation of Heineken N.V. on the balance sheet
date was €50.6 billion.
Share distribution by geography
Heineken N.V. shares*
Heineken N.V. share price
In €, Euronext Amsterdam
Based on 238.3 million shares in free float (excluding
the holding of Heineken Holding N.V. and FEMSA in
Heineken N.V.)
Dividend per share
* Source: Cmi2i estimate based on available information December 2022.
Year-end price
Highest closing price
Lowest closing price
€87.88
€104.10
€79.20
30 December 2022
17 January 2022
8 March 2022
Heineken Holding N.V. shares
The shares of Heineken Holding N.V. are traded on Euronext Amsterdam. The shares are listed under ISIN code
NL0000008977. Prices for the shares may be accessed on Bloomberg under the symbol HEIO.NA and on the Reuters
Equities 2000 Service under HEIO.AS.
In 2022, the average daily trading volume of Heineken Holding N.V. shares was 119,625 hares.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
194
Shareholder Information
Market capitalisation Heineken Holding N.V.
American Depositary Receipts (ADRs)
Shares outstanding as at 31 December 2022: 288,030,168 shares of €1.60 nominal value.
At a year-end price of €72.05 on 30 December 2022, the market capitalisation of Heineken Holding N.V. on the balance
sheet date was €20.8 billion.
HEINEKEN’s shares are trading Over-the-Counter (OTC) in the US as American Depositary Receipts (ADRs). There are two
separate HEINEKEN ADR programmes representing ownership respectively in: 1) Heineken N.V. and 2) Heineken Holding
N.V. For both programmes, the ratio between HEINEKEN ADRs and the ordinary Dutch (€ denominated) shares is 2:1, i.e.
two ADRs represent one HEINEKEN ordinary share. Deutsche Bank Trust Company Americas acts as depositary bank for
HEINEKEN’s ADR programmes.
Year-end price
Highest closing price
Lowest closing price
Share distribution by geography
Heineken Holding N.V. shares*
Based on 101.2 million shares in free float (excluding
the holding of L’Arche Green N.V. and FEMSA in
Heineken Holding N.V.)
€72.05
€84.80
€64.05
Heineken N.V. share price
In €, Euronext Amsterdam
30 December 2022
17 January 2022
Heineken N.V.
8 March 2022
Ticker: HEINY
ISIN: US4230123014
CUSIP: 423012301
Heineken Holding N.V.
Ticker: HKHHY
ISIN: US4230081014
CUSIP: 423008101
Structure: Sponsored Level I ADR
Structure: Sponsored Level I ADR
Exchange: OTCQX
Ratio (DR:ORD): 2:1
Exchange: OTCQX
Ratio (DR:ORD): 2:1
ADR contact information
Deutsche Bank Shareholder Services
c/o AST
6201 15th Avenue Brooklyn, NY 11219, USA
E-mail: db@astfinancial.com
Shareholder Service (toll-free) Tel. +1 866 249 2593
Shareholder Service (international) Tel. +1 718 921 8137
Dividend per share
www.astfinancial.com
* Source: Cmi2i estimate based on available information December 2022.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
195
Shareholder Information
Financial calendar in 2022 for both Heineken N.V. and Heineken Holding N.V.
Dividend policy
Announcement of 2022 results
Publication of Annual Report 2022
Trading update first quarter 2023
Annual General Meeting of Shareholders
Quotation ex-final dividend 2022
Final dividend 2022 payable
Announcement of half year results 2023
Quotation ex-interim dividend 2023
Interim dividend 2023 payable
Trading update third quarter 2023
15 February
23 February
19 April
20 April
24 April
2 May
31 July
2 August
10 August
25 October
The dividend policy of Heineken N.V. intends to preserve the independence of the Company, to maintain a healthy financial
structure and to retain sufficient earnings in order to grow the business both organically and through acquisitions.
The dividend payments are related to the annual development of the net profit before exceptional items and
amortisation of brands (net profit beia), which translates in a dividend payout of 30-40%.
Dividends are paid in the form of an interim dividend and a final dividend. The interim dividend is fixed at 40% of the
total dividend of the previous year. Annual dividend proposals will remain subject to shareholder approval.
Contact Heineken N.V. and Heineken Holding N.V.
Further information on Heineken N.V. and Heineken Holding N.V. is available from the Investor Relations department,
telephone + 31 20 523 95 90 or by email: investors@heineken.com.
Further shareholder information is available on the Company’s website:
www.theHEINEKENcompany.com/investors.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
196
Bondholder Information
In September 2008, HEINEKEN established a Euro Medium Term Note (EMTN) Programme which was last updated in
March 2022. The programme allows Heineken N.V. to issue Notes for a total amount of up to €20 billion. Approximately
€9.8 billion is outstanding under the programme as at 31 December 2022.
Traded Heineken
N.V. Notes
Issue date
Total face value
Interest rate
Maturity
ISIN code
144A/RegS 2023
10 Oct 2012
USD
1,000 million
EUR EMTN 2023
23 Oct 2015
EUR EMTN 2024
19 Mar 2012
EUR EMTN 2024
7 Dec 2015
EUR EMTN 2025
25 Mar 2020
EUR EMTN 2025
30 Mar 2020
EUR EMTN 2025
EUR EMTN 2025
EUR EMTN 2026
2 Aug 2012
20 Oct 2015
4 May 2016
EUR EMTN 2027
29 Nov 2016
EUR EMTN 2027
17 Sep 2018
144A/RegS 2028
29 Mar 2017
EUR EMTN 2029
30 Jan 2014
EUR EMTN 2029
3 Oct 2017
EUR EMTN 2030
30 Mar 2020
EUR EMTN 2031
EUR EMTN 2032
EUR EMTN 2033
EUR EMTN 2033
EUR EMTN 2033
EUR EMTN 2040
144A/RegS 2042
17 Sep 2018
12 May 2017
15 Apr 2013
7 May 2020
19 Apr 2013
7 May 2020
10 Oct 2012
144A/RegS 2047
29 Mar 2017
1 Includes EUR 200 million tap issued on 15 July 2019.
2 Includes EUR 100 million tap issued on 5 June 2019.
EUR
EUR
EUR
CHF
EUR
EUR
140 million
500 million
460 million
100 million
600 million
750 million
225 million
EUR
EUR 1,000 million1
500 million
EUR
EUR
USD
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
EUR
USD
USD
600 million
1,100 million
200 million
800 million
800 million
750 million2
500 million
180 million
650 million
100 million
850 million
500 million
650 million
2.750%
1.700%
3.500%
1.500%
0.638%
1.625%
2.875%
2.000%
1.000%
1.375%
1.250%
3.500%
3.500%
1.500%
1 Apr 2023
US423012AD54
23 Oct 2023
XS1310154536
19 Mar 2024
XS0758420748
7 Dec 2024
XS1330434389
25 Mar 2025
XS2145099201
30 Mar 2025
XS2147977479
4 Aug 2025
XS0811555183
20 Oct 2025
XS1309072020
4 May 2026
XS1401174633
29 Jan 2027
XS1527192485
17 Mar 2027
XS1877595444
29 Jan 2028
US423012AF03
30 Jul 2029
XS1024136282
3 Oct 2029
XS1691781865
2.250%
30 Mar 2030
17 Mar 2031
1.750%
2.020% 12 May 2032
XS2147977636
XS1877595014
XS1611855237
3.250%
1.250%
2.562%
1.750%
4.000%
4.350%
15 Apr 2033
XS0916345621
7 May 2033
XS2168629967
19 Apr 2033
XS0920838371
7 May 2040
XS2168630205
1 Oct 2042
US423012AE38
29 Mar 2047
US423012AG85
The EMTN programme and the above Heineken N.V. Notes issued thereunder are listed on the Luxembourg Stock Exchange.
HEINEKEN has a €2.0 billion Euro Commercial Paper (ECP) programme to facilitate its cash management operations
and to further diversify its funding sources. There was no ECP in issue as per 31 December 2022.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
197
Historical Summary
Revenue and profit
In millions of €
Revenue
Net revenue
Net revenue (beia)
Operating profit
Operating profit (beia)
as % of net revenue
as % of total assets
Net profit/(loss)
Net profit (beia)
as % of shareholders' equity
Dividend (proposed)
as % of net profit (beia)
Per share
In €
Cash flow from operating activities
Net profit (beia) - basic
Net profit (beia) - diluted
Dividend (proposed)
Shareholders' equity
1 Restated for IAS 37.
2022
2021
2020
2019
20181
2022
2021
2020
2019
20181
Cash flow statement
In millions of €
34,676
26,583
23,770
28,521
25,811
Cash flow from operations
5,660
5,127
4,232
5,556
5,540
28,719
21,941
19,715
23,969
22,489
Cash flow related to interest, dividend and
income tax
28,694
21,901
19,724
23,894
22,471
Cash flow from operating activities
(1,164)
4,496
(946)
(1,096)
(1,219)
(1,152)
4,181
3,136
4,337
4,388
4,283
4,502
4,483
3,414
778
2,421
3,633
4,020
3,121
3,808
Cash flow (used in)/from operational investing
activities
(2,087)
(1,667)
(1,623)
(2,109)
(2,142)
Free operating cash flow
2,409
2,514
1,513
2,228
2,246
Cash flow (used in)/from acquisitions and
disposals
Dividends paid
Cash flow (used in)/from financing activities,
excluding dividend
Net cash flow
(199)
(1,099)
(610)
(796)
185
(811)
(2,028)
(2,087)
(917)
(979)
2,049
2,936
(2,764)
(1,223)
207
(1,552)
(213)
(1,090)
123
1,066
Cash conversion ratio
75.3%
110.0%
111.3%
80.2%
85.4%
Financing ratios
Net debt/EBITDA (beia)
2.1
2.6
3.4
2.6
2.3
15.7
8.6
15.6
7.0
12.3
5.7
16.8
8.6
16.9
9.0
2,682
2,836
3,324
2,041
(204)
1,154
2,166
2,517
14.5
995
35.1
7.81
4.93
4.92
1.73
11.8
714
35.0
7.26
3.55
3.54
1.24
8.6
403
34.9
5.45
2.00
2.00
0.70
15.6
967
38.4
7.56
4.39
4.38
1.68
1,913
2,385
16.4
912
38.2
7.70
4.18
4.18
1.60
33.97
30.15
23.27
28.15
25.48
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
198
Historical Summary
Operating profit (beia)/net interest expense
(beia)
Free operating cash flow/net debt
Net debt/shareholders'equity
2022
2021
2020
2019
11.8
17.8%
0.69
8.5
18.4%
0.79
5.2
11.0%
1.06
9.2
15.0%
0.95
20181
10.1
19.0%
0.83
Financing
In millions of €
Share capital
922
922
922
922
922
Reserves and retained earnings
18,629
16,434
12,470
15,225
13,603
Shareholders' equity
Non-controlling interest
Total equity
Post-retirement obligations
Provisions (including deferred tax liabilities)
19,551
17,356
13,392
16,147
14,525
2,369
2,344
1,000
1,164
1,183
21,920
19,700
14,392
17,311
15,708
568
2,936
668
2,908
938
2,103
1,189
2,362
954
2,428
2022
2021
2020
2019
20181
Employment of capital
In millions of €
Property, plant and equipment
13,623
12,401
11,551
13,269
11,359
Intangible assets
Other non-current assets
Total non-current assets
21,408
20,762
15,767
17,769
17,459
6,360
6,109
6,294
7,047
4,208
41,391
39,272
33,612
38,085
33,026
Inventories
Trade and other current assets
Cash, cash equivalents and current other
investments
Total current assets
Total assets
3,250
5,000
2,765
11,015
2,438
3,892
3,248
9,578
1,958
3,062
4,000
9,020
2,213
4,385
1,821
8,419
1,920
4,302
2,903
9,125
52,406
48,850
42,632
46,504
42,151
Non-current borrowings
12,893
13,640
14,616
13,366
12,628
Total equity/total non-current assets
0.53
0.50
0.43
0.45
0.48
Other liabilities (excluding provisions)
14,089
11,934
10,583
12,276
10,433
Liabilities (excluding provisions and post-
retirement obligations)
26,982
25,574
25,199
25,642
23,061
1 Restated for IAS 37.
Current assets/current liabilities (excluding
provisions)
0.79
0.81
0.86
0.69
0.89
Total equity and liabilities
52,406
48,850
42,632
46,504
42,151
Shareholders' equity/
Total liabilities
0.64
0.60
0.47
0.55
0.55
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
199
Introduction
Glossary
Acquisition-related intangible assets
Acquisition-related intangible assets are assets that
HEINEKEN only recognises as part of a purchase price
allocation following an acquisition. This includes, among
others, brands, customer-related and certain contract-
based intangibles.
Beia
Before exceptional items and amortisation of acquisition-
related intangible assets.
Cash conversion ratio
Free operating cash flow/net profit (beia) before
deduction of non-controlling interests.
Cash flow (used in)/from operational investing
activities
This represents the total of cash flow from sale and
purchase of Property, plant and equipment and Intangible
assets, proceeds and receipts of Loans to customers and
Other investments.
Centrally available financing headroom
This consists of the undrawn part of revolving credit facility
and cash minus commercial paper and other short-term
borrowings.
Consolidation changes
Changes as a result of acquisitions and disposals.
Depletions
Sales by distributors to the retail trade.
Dividend payout
Proposed dividend as percentage of net profit (beia).
Digital sales value
Value of the digital transactions with our customers for our
products via our eB2B platforms at outlet level, including
our net revenue and the margin captured by third-party
distributors.
Gross merchandise value
Value of all products sold via our eB2B platforms. This
includes our own and third-party products, including all
duties and taxes.
Earnings per share (EPS)
Basic
Net profit/(loss) divided by the weighted average number
of shares – basic – during the year.
Diluted
Net profit/(loss) divided by the weighted average number
of shares – diluted – during the year.
Net profit
Profit after deduction of non-controlling interests (profit
attributable to shareholders' of the Company).
Net revenue
Revenue as defined in IFRS 15 (after discounts) minus the
excise tax expense for those countries where the excise is
borne by HEINEKEN.
EBITDA
Earnings before interest, taxes, net finance expenses,
depreciation, amortisation and impairment. EBITDA
includes HEINEKEN’s share in net profit of joint ventures
and associates.
Effective tax rate
Income tax expense expressed as a percentage of the
profit before income tax, adjusted for share of profit of
associates and joint ventures.
Eia
Exceptional items and amortisation of acquisition-related
intangible assets.
Exceptional items
Items of income and expense of such size, nature or
incidence, that in the view of management their disclosure
is relevant to explain the performance of HEINEKEN for
the period.
Free operating cash flow
Total of cash flow from operating activities and cash flow
from operational investing activities.
Group net revenue (beia)
Consolidated net revenue (beia) plus attributable share of
net revenue (beia) from joint ventures and associates.
Group operating profit (beia)
Consolidated operating profit (beia) plus attributable
share of operating profit (beia) from joint ventures and
associates, excluding Head Office and eliminations.
Net debt
Non-current and current interest-bearing borrowings (incl.
lease liabilities), bank overdrafts and market value of cross-
currency interest rate swaps less cash, cash equivalents
and other investments.
Net revenue per hectolitre
Net revenue divided by total consolidated volume.
Organic growth
Growth excluding the effect of foreign currency translational
effects, consolidation changes, exceptional items and
amortisation of acquisition-related intangible assets.
Organic volume growth
Growth in volume, excluding the effect of consolidation
changes.
Price mix on a constant geographic basis
Refers to the different components that influence net
revenue per hectolitre, namely the changes in the absolute
price of each individual sku and their weight in the
portfolio. The weight of the countries in the total revenue
in the base year is kept constant.
Profit
Total profit of HEINEKEN before deduction of non-
controlling interests.
®
All brand names mentioned in this report, including those
brand names not marked by an ®, represent registered
trademarks and are legally protected.
Region
A region is defined as HEINEKEN’s managerial
classification of countries into geographical units.
Volume
Brand specific volume (Heineken® volume, Amstel®
volume, etc.)
Brand volume produced and sold by consolidated
companies plus 100% of brand volume sold under licence
agreements by joint ventures, associates and third parties.
Beer volume
Beer volume produced and sold by consolidated companies.
Premium beer
Beer sold at a price index equal or greater than 115
relative to the average market price of beer.
Non-beer volume
Cider, soft drinks and other non-beer volume produced
and sold by consolidated companies.
Third-party products volume
Volume of third-party products (beer and non-beer) resold
by consolidated companies.
Total consolidated volume
The sum of beer volume, non-beer volume and third-party
products volume.
Licensed volume
100% of volume from HEINEKEN's beer brands sold under
licence agreements by joint ventures, associates and
third parties.
Group beer volume
The sum of beer volume, licensed beer volume and
attributable share of beer volume from joint ventures and
associates.
LONO
Low- and non-alcoholic beer, cider & brewed soft drinks
with an ABV <=3.5%.
Flavoured alcoholic beverages (FAB)
All flavoured alcoholic beverages in the segments of
alcoholic soft drinks, pre-mixed spirits, wine coolers, beer
mixes, flavoured beer and cider.
Weighted average number of shares
Basic
Weighted average number of outstanding shares.
Diluted
Weighted average number of outstanding shares and the
weighted average number of shares that would be issued
on conversion of the dilutive potential shares into shares
as a result of HEINEKEN's share-based payment plans.
Introduction
Report of the
Executive Board
Report of the
Supervisory Board
Financial
Statements
Sustainability
Review
Other
Information
Heineken N.V.
Annual Report 2022
200
Disclaimer and Reference Information
This Annual Report contains forward-looking statements based on current expectations and assumptions with regard to
the financial position and results of HEINEKEN’s activities, anticipated developments and other factors. All statements
other than statements of historical facts are, or may be deemed to be, forward-looking statements. Forward-looking
statements also include, but are not limited to, statements and information in HEINEKEN’s non-financial reporting, such
as HEINEKEN’s emissions reduction and other climate change related matters (including actions, potential impacts and
risks associated therewith). These forward-looking statements are identified by their use of terms and phrases such as
“aim”, “ambition”, “anticipate”, “believe”, “could”, “estimate”, “expect”, “goals”, “intend”, “may”, “milestones”, “objectives”,
“outlook”, “plan”, “probably”, “project”, “risks”, “schedule”, “seek”, “should”, “target”, “will” and similar terms and phrases.
These forward-looking statements, while based on management's current expectations and assumptions, are not
guarantees of future performance since they are subject to numerous assumptions, known and unknown risks and
uncertainties, which may change over time, that could cause actual results to differ materially from those expressed or
implied in the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond
HEINEKEN’s ability to control or estimate precisely, such as but not limited to future market and economic conditions, the
behaviour of other market participants, changes in consumer preferences, the ability to successfully integrate acquired
businesses and achieve anticipated synergies, costs of raw materials and other goods and services, interest-rate and
exchange-rate fluctuations, changes in tax rates, changes in law, environmental and physical risks, change in pension
costs, the actions of government regulators and weather conditions.
You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of
this Annual Report.
HEINEKEN assumes no duty to and does not undertake any obligation to update the forward-looking statements
contained in this Annual Report. Market share estimates contained in this Annual Report are based on outside sources,
such as specialised research institutes, in combination with management estimates.
A Heineken N.V. publication
Heineken N.V.P.O. Box 28 1000 AA Amsterdam The Netherlands
Telephone: +31 20 523 92 39
The PDF, iXBRL viewer copy and the official ESEF reporting package of this Annual Report are available at:
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specified by the European Commission in Regulatory Technical Standard on ESEF (Regulation (EU) 2019/815). The ESEF
reporting package is available at http://www.theheinekencompany.com/
investors/results-reports-webcasts-and-presentations.
Production and editing
Heineken N.V. Global Corporate Affairs
Text
HEINEKEN
Photography
Sander Stoepker page 7
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Radley Yeldar:
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