GUIDE FOR LINE MANAGER

CONTENTS

An overview of the program

Roles of the different stakeholders (You - LM - HR - Buddy)

Welcome to HEINEKEN – Checklist of recommended activities

Appendix I. New colleague welcome call template II. New colleague announcement III. Buddy system: assignment & role of the buddy IV. Managing performance V. Giving effective feedback VI. How to get most out of one-to-one meetings

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CONTENTS

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pages

AN OVERVIEW OF THE PROGRAM

WELCOME TO HEINEKEN Congratulations on completing the selection of your new team member! Research shows that an effective onboarding program brings a number of important benefits. This includes increasing new colleague engagement levels, shortening the time for new colleagues to become productive and effective in their new role and increasing new colleague alignment with the organization, its culture and values. Our “Welcome to HEINEKEN” onboarding program has been developed to enhance the new colleague onboarding experience, with particular emphasis on 4 key areas: • Building new colleague confidence levels • Bringing clarity to the role and reinforcing key expectations • Supporting social integration into HEINEKEN • Helping new colleagues understand our business

and the HEINEKEN culture

AN OVERVIEW OF THE PROGRAM There are 3 key stages with recommended activities for you as line manager, but also for your HRBP (HR Business Partner) and buddy during each stage of the program: During the onboarding program, you will be working closely with the HRBP. In the following pages you will find an overview of each step in the process and a clear description of the types of activities that you, as the line manager, undertakes during each of the 3 stages. We trust that this guide will help you and your new colleague get off to the best possible start.

Before 1st day 1st 6 weeks At 12 months At 3 months At 6 months

THE FIRST 6 WEEKS AFTER: 3, 6 and 12 months

1st week

BEFORE STARTING

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ROLES OF THE DIFFERENT STAKEHOLDERS

ROLES OF THE DIFFERENT STAKEHOLDERS YOUR ROLE: As a line manager, you have a key role to play in ensuring that your new colleague has a great joining experience! Onboarding process is a “two-way” experience between your new colleague and HEINEKEN. As a line manager, you have a key role to play, however, we also expect the new colleague to take some ownership of the process; for example through personal reading or arranging some introductory meetings with key stakeholders. You should put yourself in your new colleague´s shoes and consider what kind of onboarding experience YOU would like to receive. You play a critical role in planning and implementing the onboarding program. Your efforts to welcome your new colleague, to bring clarity to the role and organization, and to set clear expectations will have a significant impact on the new colleague´s joining experience. The more you invest, the more you will get back. ROLE OF YOUR HR BUSINESS PARTNER: Your HRBP will be always available to help you during all the onboarding process. The HRBP has a key role to play in ensuring all HR related tasks are done on time; such as administrative tasks or training activities when needed. You will be working hand by hand with your HRBP as is the one who will be playing the advisor role. ROLE OF THE BUDDY: Assigning a “buddy” to support your new colleague can make a real difference to their joining experience. The role of the buddy is to provide guidance and answer questions about the work environment and the culture in a positive and encouraging way. You can find more information in “Buddy system: assign & role of the buddy” section (appendix III).

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CHECKLIST OF RECOMMENDED ACTIVITIES

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WELCOME TO HEINEKEN RECOMMENDED ACTIVITIES

ROLE

ACTIVITIES Mandatory Optional

Owner Support

Steps of Onboarding Activities Roles and responsibilities

Line Manager HR Buddy Newcomer

Befo

re st

artin

g

Line manager and HR, make sure you align on all activities below Engage cross-functional key stakeholders, such as, IT, Facilities Logistics to be ready (desk, PC, ID pass etc) Welcome call 2 weeks before arrival- appendix I Announcement - appendix II Pre-read list of documents Assign a buddy - appendix III Mandatory training list to be ready

The f

irst 6

wee

ks

First

day

Welcome upon arrival to make newcomer at ease Put Safety First! Make your new team member aware of our behaviour (fire exits, medical center, etc) Provide overview of the first day and first week Presentation of the company & handing the welcome booklet, e-learning "HEINEKEN Induction" (ONE2Learn) Introduction to department, team members, HR, buddy Introduction tour of the building and different departments Introduce them to work area and share practical details (desk, PC, printer, meeting rooms, where to order lunch, office materials, HeiPORT, HR portal etc)

Practical administration: ID pass, PC, personal data, car, phone etc Sign policies e.g. Cool@Work, Code of Business Conduct etc Mandatory trainings list Team lunch Short meeting review and round up of day Hand over welcome gift (e.g. beer basket)

First

week

Line manager meeting: • get to know each other • discuss the role - job description and functional competencies • explain company strategy, Greenprint Behaviours, culture, team objectives and link to

individual objectives • introduction to HEINEKEN and brands (global and OpCo) • discuss communication preferences and ways of working, incl. HeiRules • share your expectations • key stakeholders (internal and external) to contact by newcomer

Schedule and make all the necessary one-to-one meetings (appendix VI) with team members and key stakeholders

HR meeting: • get to know HR and all relevant processes and policies • introduce HR related topics such as payslips, Performance Management (appendix IV),

systems, Personal Development Plan etc • introduce Greenprint Behaviours, company culture, HeiRules, Code of Business Conduct • discuss mandatory training and ONE2Learn platform

Buddy meeting, see appendix I Meet HR and line manager at the end of the week to evaluate/get feedback and discuss next steps Plan market and brewery visits

First

6 we

eks

Mandatory training to be performed Regular conversations with buddy Newcomer and HR, make sure you discuss and deepdive on HR related topics Line manager and newcomer, make sure to have regular one-to-one conversations, including: • agreeing on objective setting (appendix IV) • having more detailed conversations around learning and development activities, incl.

ONE2Learn • giving two-way feedback and address any issues as they arise (appendix V) • discussing effectiveness of the onboarding

Know all team members & stakeholders Check with buddy how things are going Complete onboarding feedback survey (online)

At 3

, 6 an

d 12

mon

ths Line manager and newcomer, make sure you continue having regular one-to-one

conversations Contact your HR Business Partner if you need support

At 6 months: • Formal meeting to review performance and two-way feedback • Reminder of knowledge received during onboarding period • Check completion of mandatory e-learning modules

At 12 months: • Formal meeting to review performance and two-way feedback • Follow up personal development plan

APPENDIX

I. NEW COLLEAGUE WELCOME CALL TEMPLATE The following template is designed to help you establish a first contact relationship with your new colleague (via telephone) and to start creating a smooth transition for all; the aim is to welcome him/her into our organization, provide him/her with key information and expectations, and answer questions they may have. TIMING: The call should be performed 2 weeks before the newcomer’s arrival. Please note that this is only a suggested format. As you make changes to personalize it, keep the following 2 things in mind: be brief and be helpful. COLLEAGUE WELCOME CALL Introductions: (the objective being to get to know each other better) • Line manager • Newcomer Why you are calling: • To welcome new members joining HEINEKEN • To explain the team/role and expectations • To answer any questions the newcomer may have about the new

company, first day… Looking forward: • Remind the meeting point (time and location) for day one

(this information should be also send via email) • Share contact details if the person needs to contact the line

manager again

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Example: Dear [new member’s name], I am very excited to welcome you in my team and look forward to working with you. Through this call, I’d like to take the opportunity: (3 topics to discuss during the call) • To welcome new members joining HEINEKEN • To explain the team/role and expectations • To answer any questions about the new company I look forward to meeting with you and working with you. Please feel free to contact me anytime with questions or concerns (share contact details). II. NEW COLLEAGUE ANNOUNCEMENT The following template is designed to help you communicate and introduce (via email - depending on the OpCo, the announcement can also be done via internal communication, HeiPORT or other internal communication media…to your team and/or stakeholders that your new colleague will be starting). TIMING: The announcement should be done within the 2 weeks before the newcomer’s arrival. Please note that this is only a suggested format. As you make changes to personalize the email, keep the following 2 things in mind: be brief and be helpful.

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EMAIL TEMPLATE FOR LINE MANAGERS Dear HEINEKEN family, Please join me in welcoming [new employee] as our newest team member. [New employee] will join [team/area/function] as [job title] on [start date]. [New employee] will begin his/her journey with us on [day, month, year], and will report to me. As [job title], [new employee name]'s responsibilities will include [information about what he or she will be doing]. [X and Y – if it is the case] will be report to [employee name]. [Employee name] comes to HEINEKEN (or OpCo name) with more than [XX] years of experience, having served [information about recent relevant employment background]. [He/She] has expertise in [information about professional experience] and recent accomplishments have included [an example or two from professional experience that illustrates expertise.] [Employee name] received a bachelor's/ master’s degree in [discipline] from [institution name]. There will be an informal team lunch in the canteen (precise location) on [arrival day]. Please come and introduce yourself. If you are not able to attend, stop by [employee name] office any time as soon as he/she will arrive. You can reach [new employee] at: • [physical location/work address] • [phone # - extension] • [email address] So be sure to update your contacts list. To help you recognize [employee name] when [he/she] arrives, I've attached [her/his] photo. (Note: Recommendation is to attach a headshot photo of the new staff hire to the email – but first you need to ask your new hire to email you one to use for the announcement). Thank you and warmest regards, [LM Name]

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III. BUDDY SYSTEM: ASSIGNMENT & ROLE OF THE BUDDY

Assigning a “buddy” to support your new colleague in their first weeks can make a real difference to their joining experience. The role of the buddy is to provide guidance and answer questions about the role, the work environment and the culture in a positive and encouraging way. You might find the information below helpful when assigning a “buddy”. You can also share this with the buddy so they are clear on what you expect of them in their buddy role. WHAT MAKES A SUCCESSFUL BUDDY: • Willingness to help others (desire to help new colleagues

to integrate into the team & organization) • Effective communication and interpersonal skills • Patient, positive nature and is empathic • Confidentiality • Understand the culture and possesses a full understand

of the work environment • Has time to be accessible to the new colleague • Holds a job similar to one of the new colleague • Has a good performance record • A role model, well regarded by peers • Has a positive attitude

TYPICAL RESPONSIBILITIES OF A BUDDY INCLUDE: • Being a “friend” to answer questions and share information about

the role, the business, the function and wider organization • Helping to describe “how we do things around here”

and the HEINEKEN culture • Pointing you to the right resources, where to find things

or get further support • Helping introduce you to other team members and peers in the

department; for example, inviting you to join for lunch sometimes • On day 1, if the line manager has not already done so, providing

you with a tour of the workplace and taking you to get your ID pass • Encouraging other team members to provide support, knowledge

and welcoming environment

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• Explaining more about practical aspects of working here; for example accessing IT support, cost centers, booking meeting rooms, etc

• Feeding back any serious issues or concerns to your line manager • Sharing experiences • Giving some guidance • Helping to sort out potential problems • Having regular catch-ups

IV. HOW WE MANAGE PERFORMANCE AT HEINEKEN At HEINEKEN, we believe it is really important for colleagues to understand how they are performing and how their performance contributes to overall business performance. We aim to achieve strong performance management practices across the whole organization to ensure we achieve our organization targets and get the most out of our greatest resource, our people.

We do this by driving performance aligned with HEINEKEN priorities and our desired culture of having engaged, passionate colleagues. Colleagues are encouraged to take ownership of their performance and for their career aspirations. This section explains more about how we manage, and how you should manage performance in HEINEKEN. WHAT IS PERFORMANCE MANAGEMENT? We support the view that performance management is “a process which contributes to the effective management of individuals and teams in order to achieve high levels or organizational performance” (From the CIPD textbook by Armstrong and Baron) BUSINESS BENEFITS: There are significant business benefits to getting performance management right: • Translating strategic direction into action with everyone knowing

how to play their part in achieving organizational success • Establishing standards of excellence that are shared across

all functions

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• When expectations are clear, employees are more likely to take

ownership of their work and be more effective and productive • Supporting retention of high performers encouraging them to remain

with business • Providing a platform for encouraging good performance and managing

under performance As a line manager you have a critical role to play in helping your new colleague understand how they are performing and how their performance contributes to overall business performance. This section explains your role in managing the performance of your new colleague. You need to be sure that the people or teams you manage: • Know and understand what is expected of them • Have the skills and ability to deliver on your expectations • Are supported by you and the organization in developing

the capability to meet these expectations • Receive regular feedback on their performance from you

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WHAT YOU NEED TO DO: • Provide your new colleague with regular feedback • You may find it useful to take a look at “Giving Effective Feedback”

(appendix V). • Agree initial development and performance objectives

for the forthcoming year. • Address any performance issues as they arise. If any serious

performance concerns emerge, please contact you HRBP; who will be able to advise you on the best course of action.

• Schedule one-to-one meetings with your new colleague (appendix VI). • Your discussions should include progress against performance

and development objectives. The HEINEKEN´S performance management process has a clear annual cycle with a fixed timing and sequence during the year. The 4 formalized steps are important, but the day-to-day informal dialogue between you and your direct report is crucial. The continuous two-way communication needs to ensure clarity in expectations, direction, contribution and accountabilities. On the daily work relationship, the real climate for performance is set. While the uniqueness of each step and driving performance is important, the process must be seen as an integrated process, where elements continuously are working together.

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PLEASE FIND BELOW THE ANNUAL PERFORMANCE MANAGEMENT CYCLE:

Two reviews per year are unlikely to be sufficient; this is why we advise you to hold regular one-to-one meeting conversations/meetings with your employee throughout the year to check progress against objectives. Your annual review rating feeds directly into the annual salary review process.

1. OBJECTIVE SETTING

Personal Development Plan (PDP)

Team Performance

Individual Performance

• Ensures Consistency • Aligns individual and

company goals. • Considers the “What” and

“How”.

2. MID YEAR REVIEW

• First formal meeting to discuss about progress and development on performance objectives and behaviours.

Progress on Performance & Behaviours

Progress on PDP

3. CALIBRATION

• Ensures consistent, transparent and accurate appraisals.

• Embeds a common language on performance.

Input Employee/ Stakeholders

Managers Preliminary Rating

Calibration Final appraisal 5 point rating scale

4. END YEAR REVIEW

Feedback to Employee

Reward

JANUARY- FEBRUARY

DECEMBER - FEBRUARY JULY- AUGUST

• Provides feedback regarding final appraisal and plan next steps regarding career development.

JANUARY- FEBRUARY

Ongoing conversations on performance

Managing and

coaching employees

Sharing feedback on ongoing basis

Regular one-to-one Regular one-to-one

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V. GIVING EFFECTIVE FEEDBACK START BY: • Preparing in advance and focusing on achieving a positive outcome • Creating the right environment • Building strong relationship • Starting with the positives • Asking for self-assessment MOVE ONTO: • Asking questions to build understanding • Listening and building on responses • Checking for understanding and engagement

FINISH BY: • Seeking commitment and engagement to change – explore ideas

and alternatives rather than giving advice, for example “what do you think?”, “How could you do that?”, “What other ways are there?”

• Summarizing what has been agreed • Establishing a timescale to accomplish changes • Agreeing a date to monitor and review progress

KEEP IT EFFECTIVE BY: • Creating a balance by recognizing both strengths and development

areas. Limit feedback to key points; don’t overwhelm • Focusing on what you have observed rather than giving opinions or

judging; for example “I saw you doing…” rather than “that was wrong…”

• Offering objective rather than subjective statements. Be precise and give examples that avoid assuming or inferring; for example, “you acted aggressively” rather than “you are aggressive”

• Providing specific examples that describe the behaviour, rather than giving opinions or judging; for example “last week when you…” Find positive ways to give negative messages, respecting the other person and their rights

• Giving feedback without delay. Feedback, both positive and constructive, is most effective when given right away

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VI. EFFECTIVE FEEDBACK IS: BALANCED: Measured and relevant – mixing positives and developmental feedback OBSERVED: Personal observations (no hear-say) of seeing or hearing the situation leading to a feedback opportunity OBJECTIVE: Factual and something that someone can change, describes rather than judges SPECIFIC: To the role of the individual and the situation, use precise evidence and examples TIMELY: Choose your moment wisely, led by the needs and readiness of the receiver VI. HOW TO GET MOST OUT

OF ONE-TO-ONE MEETINGS One-to-one meetings with your new colleague will give you the opportunity to discuss how things are going, to ask questions and to share your thoughts and any concerns you may have. In advance of a one-to-one meeting, it can be helpful to ask your new colleague to prepare a list of talking points prior to the meeting; for example, things you need to know about, challenged they are facing and items that they need your help with. The one-to-one should be a “two-way” meeting. Provide your new colleague with plenty of opportunity to share their thoughts and ask questions during the meeting. For field based colleagues, we recommend you meet up with your new colleague face to face at least once a month, with weekly catch ups on the phone in between.

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Diagramar SLIDE

To get the most out of your one-to-one meetings with your new colleague, we recommend that you: • Ask your new colleague how they are and how their day is going • Agree what you will cover in the meeting. Make sure your new colleague

has the opportunity to add to the agenda • Follow up on key activities that have taken place since you last met;

for example, training sessions, key meetings and work activities • Ask about what is going particularly well or any concerns they may have • Discuss progress against performance and development objectives,

providing both positive and constructive feedback. Ask what support they need from you

• Discuss learning opportunities, events or activities that may be relevant to the new colleague’s development objectives

• Summarize what was discussed and agree action points

Other recommended topics specific to the Welcome to HEINEKEN onboarding program period: • Share feedback on strengths and development areas • Explain the performance management process and agree initial

performance and development objectives within the first 4 weeks • Explore with your new colleague how they are integrating into the team

and department • Share your communication preferences; for example how and when

do you prefer to receive information. Discuss your new colleague’s communication preferences and how you can work together effectively

• Ask how the buddy relationship is going. Gather feedback on any part of the buddy relationship that can be improved

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Hopefully this booklet has helped you to onboard HEINEKEN in the best possible way.

Please feel free to contact your HR Business Partner in case you need further support!

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NOTES

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