Understanding the journey to aligning global strategy culture and ways of working to establish a local strategy and team.

1. Transforming leadership and culture
to accelerate engagement & performance
A Case Study

2. Need
• Alignment of Heineken Global strategy, culture and ways of working
• Establish a new SA operation and legal entity
• Develop operating model, structures, policies and processes
• Allocate and on-board 300 Brandhouse people, , integrate 300 brewery
staff, appoint 300 new people
• Develop and align new Heineken SA strategy
• Align with Heineken Global values and behaviours
• Develop and align a Heineken SA leadership team and at all levels
• Develop and align new Heineken HR strategy and team
• Develop and implement new and aligned HR processes to engage,
enable and retain key talent
Background
• Heineken SA– Diageo – Brandhouse – Heineken Global
• Change in ownership, leadership and internal structures
• Integration with other business units
• Influx of a significant percentage of new staff and sub-cultures

3. Results
Results
• Yr 1 exceeded targets
• Yr 1 recruit 300 new people, on-board 300 BH people,
align 300 brewery staff
• 10% revenue growth in 2016
• 30% revenue growth for ½ year 2017
• Strongbow Cider - # 2 in Heineken Global in 6 months
• Highest Heineken brand growth in 2017 globally
• Perfect Customer Order (PCO) – from score of 46 – 75
In addition
• Job creation
• Leadership and skills development
• Building teams
• Enhancing performance & talent management

4. Drivers of Performance
Engagement
PerformanceLeadership
Culture
Leadership has a 70% influence
on organisational culture
#1 reason for leaving =
relationship with direct manager
Culture has a 28% impact
on organisational
performance
(income, customer service, quality
safety)
Profitability =
3 x higher
if employees are highly engaged
Clear Vision & Strategy
Transformational Leadership
High Performance Teams
Talent Management
Right Culture
Quality of talent and engagement of talent =
directly linked to ability to achieve growth and profitability targets
Sources: CLC, Delloittes, Aon-Hewitt, Watson Wyatt, Towers Perrin, Gallup, DDI, Institute of Work Psychology, PWC

5. Transformation Journeys
Knowledge
What the change looks like
Journey map
Ability
Knowledge, skills, behaviours, mind-
sets
Process alignment
Desire
Visible Leadership commitment
Desire for change by Employees
Awareness
Why important to change
Reinforce
Measure, monitor, manage
• Awareness of the need to change
• Desire to participate and support the change
• Knowledge of how to change (and what the
change looks like)
• Ability to implement the change on a day-to-day
basis
• Reinforcement to keep the change in place
Diagnostics & Design
(Phase 1)
Establish priorities and
needs e.g. interviews,
surveys, MT team sessions
to co-create the journey
Leadership Forum Engagement
(Phase 1)
Participative processes such as World
Café, Open Space, Village of Learning
and other Catalyst processes.
High Performance Functional Team sessions
(Phase 2)
- Communicating strategic priorities, culture,
leadership and talent intent
- What does it mean to our team?
- Our plan to change and hold each other
accountable
Capacity Building and Behavioural insight &
Feedback (Phase 2)
Capacity building (Phase 3 onwards)
Leadership and staff development
Priority process alignment i.e. talent management,
innovation, performance & reward, decision making
etc
Monitoring & accountability
(Phase 3 onwards)
- Leadership feedback – on-going
- Engagement/Culture survey
- Gaps/opportunities
recommendations, track actions

6. 6 www.catalystconsulting.co.za
Heineken Leadership and Culture Transformation Journey – Year 1
Engaging and aligning on strategy, leadership & culture (behaviours)
CEO vision & design
Exco input & roles x 9
Engage
Functional
leadership
supply chain
Leadership Forum
Top 50
Leadership Forum
Top 50
Leadership Forum
Top 50
CEO & Exco
review & plan
CEO & Exco
review & plan
CEO & Exco
review & plan
Multi-level functional
engagement sessions
x supply chain (300), sales (80)
5 strategic pillars,
visuals, metrics
Whole company
engagement sessions
Functional leadership teams x
HC, finance, legal & CR, supply
chain, marketing, sales
Building high performance teams
Exco HPT sessions
Build
Exco HPT sessions Exco HPT sessions
Specific teams
HPT sessions
Functional Leadership
HPT sessions
Post change
team alignment
Aligning HR team and building capability
HR strategy & team
alignment session
Align
HR strategy review
& capacity building
HR change management
capacity building
HR strategy review and
alignment of measures
Enhance
Recruitment &
On-boarding
Performance Mgt Leadership Dev Talent Mgt
Enhance people practices
Talent reviews across
all functions
STAR leadership
program. HR
fundamentals. Launch
of full learning journey
Targets & behaviours
Perf mgt & Crucial
conversations training
300 new people
300 Brandhouse
300 existing Brewery
2016 Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar

7. Design principles
• Accelerated learning, neuroscience, the science of human
behaviour, motivation and change, 70:20:10, 4Rs, 4Ps
• An integrated journey, not an event
• HC & business processes support and enable
• Leaders co-designing, leading and facilitating
• Clarity of expectations at behavioural level
• Interaction and involvement of everyone – give a voice
• Accountability for progress and involvement with leaders as
champions
• Learning at individual, team and organisation levels
• Both global and local focus
• Use of engagement technology, social media, feedback, fun,
recognition, games and gamification

10. Conference Pictures

11. 11

12. February 2017… Company Annual Event
A moment for the entire Company to pause, reflect and CELEBRATE TOGETHER!

14. HR Challenge: Engagement and
Collaboration for sustainable growth
Key was ensuring teams were effective, knew what they had to do and how to work together to do it!
1. Encouraging work within AND across teams to establish ways of work build an efficient and integrated
organisation
2. HR leading the cultural journey and adapting as we went along e.g. facilitating workshops across teams
where ways of work were problematic
3. Ensuring that teams had a sense of purpose and identify through team effectiveness interventions
4. Working closely with Business to embed Performance Management through clear objectives and incentives

15. individual team organisation
UMU Survey: Do you think employees/ leadership are living the
behaviours?
Average scores per behaviour.
3.8
3.3 3.4
3.1
3.0
2.8
4.0
3.8 3.8
3.4 3.5
3.3
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Safety First Act as an
Entrepreneur
Learn, to Improve Support over Control Collaborate through
Trust
Keep it Simple
Behaviour Averages (High to Low)
Heineken Employees Heineken Leadership
5 Absolutely, all the time
4 I see a lot of this happening
3 Sometimes,sometimes not
2 Only when people are looking
1 What are you talking about
Rating
Personal profile and charter
s xx
My Personality Impact
My purpose and vision for myself My Strengths My Growth Opportunities
My Values impact
Behaviour Rating
1-5
Focus area
Safety First
Act as Entrepreneurs
Collaborate through
Trust
Keep it Simple
Learn, to Improve
Focus on Support over
Control
Desired future
Definition of success?
Current reality
Where are we now?
The journey
How do we get from
here to there?
High Performance Teams – Success Factors
Structure
Purpose
Charter
Responsibilities
Team roles
Governance
Scorecard
Process
Processes & tools
Communication
Creativity
Confrontingreality
Conflict mgt
Diversity mgt
People
Engagement
Accountability
Commitment
Trust
Respect
Team spirit
Leadership
Leadership
Culture
Cohesiveness
Empowerment
Role Model
People Management
Heineken Behaviours
Top performers build a system, not just a structure
3
1
2
4
5
Make good
decisions
and make
them
happen
Provide compelling
direction and
leadership
Define
clear
decision
accounta
-bilities
Develop and
deploy talented
people
Excel at
frontline
execution
Instill a
high perfor-
mance culture
• Compelling vision and clear priorities
• Cohesive leadership
• Right people in right jobs
• Aligned measures and incentives
• High performance values and behaviors
• Capacity to change
• Clear roles and accountabilities for the most
important decisions
• Structure aligned with source of value
• Superior execution of mission critical
activities
• Effective and efficient G&A (support)
Source: Bain & Company
PERSONAL VISION,
IMPACT & LEGACY

16. How do we get support
and measure our
progress?
Knowledge
What the change looks like
Journey map
Ability
Knowledge, skills, behaviours, mind-sets
Process alignment
Desire
Visible Leadership commitment
Desire for change by Employees
High performance teams journey
example
Awareness
Why important to change
Reinforce
Measure, monitor, manage
What does a high
performance team look and
feel like? How do we rate ourselves
against high performance
team?
How do we build a high
performance team?
What are the crucial
conversations we need to
have as a team?
What are the crucial
conversations we need to
have as individuals?

17. High Performance Team Results
3,50
3,173,17
3,67
3,33
3,00
2,672,83
2,00
2,67
3,00
4,00
3,67
2,83
3,67
3,17
3,50
3,00
3,33
3,83
2,17
2,83
3,83
3,33
0,00
1,00
2,00
3,00
4,00
5,00
Purpose
Goals
Responsibility
Teamroles
Governance
Scorecard
Processes&tools
Communication
Creativity
Confrontingreality
ConflictManagement
DiversityManagement
Engagement
Accountability
Commitment
Trust
Respect
TeamSpirit
Leadership
Culture
Cohesiveness
Empowerment
RoleModel
Peoplemanagement
High Performance Team

18. Team Tools to Develop Team Success
Factors
• For each of the team success factors there are a variety of tools that can assist development in that area
▪ Team purpose, vision and value
proposition
▪ Team goals charter
▪ Role clarity & RACI charting
▪ Belbin team roles
▪ Governance – meeting schedules,
stakeholder management, reporting
▪ Team scorecard - objectives,
measures, targets
▪ Team tools: facilitation, planning,
meeting mgt, creativity, problem
solving, decision making.
▪ Conversation skills
▪ Communication guidelines
▪ Innovation and creativity tools
▪ Team feedback processes
▪ Crucial conversations
▪ Accountability
▪ Conflict management skills
▪ Diversity appreciation
▪ Team activities and challenges to identify
themes
▪ Individual and team personality
▪ Individual and team strengths
▪ Team behaviours charter
▪ ACT individual feedback process
▪ Individual assessment for awareness and
reflection
▪ Team sharing
▪ Expectation sharing
▪ Personal empowerment/EQ modules
▪ Leadership coaching
▪ Leadership story-telling
▪ Leader vs team member expectations
▪ Participative methods
▪ Empowerment strategies
▪ People management strategies eg. Talent
mgt
▪ Leadership development

19. HC transformation

20. HC alignment
• Ensuring alignment and focus for HR Team
• Creating balance right between standardised global processes and local needs
• Working as a unit for design and rollout of policies and processes
• Driving the operational / hygiene and strategic in parallel e.g. policies & leadership
• Building change capability in HR teams and creating a sharing environment

21. Heineken Video

22. Yr 1 exceeded targets Yr 1
recruit 300 new people, on-
board 300 BH people, align
300 brewery staff
10% revenue growth in 2016
30% revenue growth for ½
year 2017
Strongbow Cider - # 2
in Heineken Global
in 6 months
Highest Heineken
brand growth in 2017
globally
Perfect Customer
Order (PCO) – from
score of 46 – 75
Job creation
LS & Skills
Building teams
Performance & talent

23. Thank You
Debbie Craig: Catalyst Consulting (Pty) Ltd
Phone +27 82 8725429
Email debbie@catalystconsulting.co.za
Web www.catalystconsulting.co.za
facebook.com/Catalyst Consulting Pty Ltd
twitter.com/@CatalystSA
linkedin.com/Catalyst Consulting South Africa
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