finance competencies - heineken careers

70% on the job experiences 20% Relationships & Feedback 10% Formal Training

Finance CompetenciesDevelopment Guide

Global Finance

For internal use only

November 2012,

©2012 HEINEKEN International

Introduction to Finance Competencies Development Guide

This development guide is an essential supplement to the Finance functional competencies booklet.

The competency model helps you to identify your strengths and gaps. It also triggers you to incorporate the needed competencies in your personal development plan (PDP). This is where the development guide comes in. It brings practical solutions to enable you to build the competencies you need for your current role and for the next level in your career.

In line with the 70/20/10 HEINEKEN Learning Philosophy, it emphasizes on-the-job learning, next to observing others and formal training.

Functional competencies, the development guides and personal development plans are all part of a wider HR initiative to strengthen HEINEKEN’s performance and development culture and to enable you to reach your maximum potential. I encourage you to take full advantage of this development guide and to mobilize your manager, your colleagues and the Finance function to make it your personal success.

René Hooft Graafland Chief Financial Officer

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Contents

1 Strategic Direction 42 Strategic Alignment 63 Business Analysis & Challenge 84 Integrating Perspectives 105 Financial Compliance 126 Technical Finance Advisory 147 Continuous Process Improvement 168 Transactional Finance Process Execution 189 Risk Management 2010 Stakeholder Management 2211 Financial Reporting and Communication 24

Glossary 27

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Strategic Direction

The ability to identify alternatives and opportunities in order to stimulate the formulation of and ensure the development of coherent business strategies.

On-the-job experiences (70%)

Increase insight on strategic direction and execution excellence, by taking an active part in business review meetings.

Investigate drivers of business performance to really understand “what´s behind them” and how this influences our longer term decisions.

Review market, consumer and customer data to identify relevant trends and their implications.

Review competitor results and press coverage to identify any implications or insights for HEINEKEN.

Organise brainstorming sessions with business partners to generate ideas and potential strategic options for consideration.

Use the SWOT technique to improve understanding of the competitive environment Spend time with colleagues in sales and supply chain to get hands-on experience with the

dynamics of the business and its operations. Actively share external sources of information that provide insights on business and

market behaviours and trends. Take the lead for your own area and present strategic alternatives and opportunities

based on different perspectives, information and insights. Participate in the SAM process:

Conduct a position assessment of your OpCo, including market, competitor, consumer & customer analysis;

Identify Issues and Opportunities based on the position assessment. Model the options to establish their financial impact. Lead the strategy and objective setting process for your own department Update yourself about the strategic choices the competition is making

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Relationships and feedback (20%)

Use your internal network as your knowledge platform and be active in expanding and maintaining your network connections.

Use your external network (LinkedIn, Alumni networks, friends) to learn about industry trends, best practises and opportunities.

Identify a role model and arrange to spend time with them to learn how they developed this capability.

Meet colleagues from all functions to learn about their objectives, vision, mission and strategy. What are their expectations of HEINEKEN support functions in general and on Finance and yourself in particular.

Meet regularly with your business partners to be updated on the latest business opportunities, trends and risks.

Ask to read the materials presented in the SAM meetings and seek feedback from those participating to understand what went well and what more was requested.

Formal training (10%)

Explore HEINEKEN One2Learn portal for relevant courses Attend external Strategic leadership workshops Read relevant Economic and Financial press. Read “The Walt Disney Model” brainstorming technique

(e.g. http://issuu.com/frankcalberg/docs/brainstormingdisney) Read Porter’s “Competitive Strategy” book.

Other useful resources

Industry newsletters and magazines e.g. McKinsey Reports, Talking Brewing Position assessment Guidebook Issues & Opportunities Guidebook

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Strategic Alignment

The ability to translate business strategy into financial and operational plans, metrics and targets in order to ensure HEINEKEN consistently delivers on its ambitions.


Participate in SAP planning cycle. Working with your business partner, take ownership of one aspect of the SAP process, translating the outputs from the SAM process into financial and operational targets and meaningful action plans.

Develop a HEINEKEN information model to translate strategy into value drivers and Key Performance Indicators.

Develop dashboards which fulfil management’s business insight requirements. Develop and implement management reports to present actual and budget figures. Evaluate plan accuracy Introduce new planning methodologies (e.g. zero based budgeting, rolling forecast, etc.) Participate in a project to improve the planning cycle Work with external consultants to find planning & budgeting process improvement

potential. Work with your business partners and stakeholders to continuously review the

performance indicators and targets to ensure they remain the most appropriate, optimal measures.

Lead and prepare Post Investment Review of a strategic investment, tracking through the entire process from decision making to delivery, to identify all key learnings.

.Relationships and feedback (20%)

Consult other OpCos or Planning & Business Control teams to discuss approach, results and share best practise

Connect to a Controllers’ Forum member to widen network and learn about best practises/ topics discussed.

Seek feedback from business partners on their experiences of financial planning cycles

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Read “Aligned’ by Kaplan and Norton Read “Strategy maps” by Kaplan and Norton Read “The strategy focused organization” by Kaplan and Norton

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Business Analysis & Challenge

The ability to provide reliable and relevant information, insight and challenge on business performance in order to ensure optimal decision making.


Arrange a visit to one of our breweries; spend a day with a retail and/or on premise sales representative or one day on a truck that delivers our products to our customers in order to gain insight into key, basic processes and drivers of our business.

Learn more about the objectives and ways of working of other functions. What are the current projects they are working on? What is their vision? What are their expectations of financial business partnering?

Arrange a brainstorm session in your functional team to stimulate thinking of different perspectives on relevant business topics you have picked up with your business partners

Prepare a business case which includes sensitivity analysis and scenario thinking on future business options.

Create a clear and simple dashboard that includes relevant management information – KPIs that truly drive the business.

By providing regular, value-adding insight work to become a full member of a Management Team as their financial business partner and put financial related subjects on the agenda in order to create financial awareness and to influence their thinking and decision making.

Participate in multifunctional teams supporting company projects or projects of other functions. Take ownership of an investment appraisal or PIR for your area Talk to your business partner about analysis you have performed, share your conclusions and be

definitive in any actions you would like to see delivered as a consequence Review an existing analysis and/or financial model. Propose an advanced, improved and/or

different approach that will generate information that is more relevant for your business partners and creates additional insights.

Review internal best practise analysis (Fund Applications / Board papers / Business performance analysis) and consider what you could incorporate into future similar analysis.

Stimulate thinking amongst your business partners by providing them with insights and new analysis that eventually could lead to a different decision.

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When you encounter a issue you consider requires further consideration, make an appropriate challenge or suggestion and follow through until you are comfortable with the conclusion.

Participate in an audit of another function.


Use your network as a knowledge platform Meet on a regular basis with your business partner(s) and other internal clients to discuss

pending non-financial issues and obtain their view on recent business developments. Identify a role model. What does this person do or not and why is that effective? How would

this behaviour fit into your personality and what would you like to learn? Discuss this with the person in question

Seek feedback from direct colleagues with regard to dialogues – how to approach things differently

When performing analysis, engage a colleague to test your assumptions, conclusions & understanding.


Attend internal and external workshops to enhance your ability to challenge and advise effectively:

Communication skills Influencing skills Consulting skills Apply for access to the HEINEKEN academies (ONE2Learn) and also follow courses outside

your functional area - using the following links: Finance academy Commerce academy Supply Chain academy Maintain and develop your financial knowledge about basic concepts, relevant theories,

processes and systems by following Post-graduation study e.g. a chartered controlling study or a financially related MBA Relevant external courses (e.g. financial modelling with a local organisation) Advanced Excel courses

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Integrating Perspectives

The ability to understand and integrate diverse business and functional perspectives in order to ensure alignment in decision making and actions.


Explore the opinion and points of view of others with a different background or representing another Function. Then ask yourself: what have I learned? What will I do differently as a result of this knowledge?

Actively listen to other people and their ideas and suspend your judgment and explore the idea fully. Even where you believe others are wrong, think about what is driving their perspectives.

Think carefully before addressing issues or problems and try to provide constructive feedback to recognise people’s intentions and backgrounds.

Practice using open-ended probes, such as “Tell me more about this,” to make sure you fully understand the other person’s point of view.

Conduct stakeholder-analysis before driving decision making processes. Talk to these stakeholders to gain insight in their point of view.

Use techniques and methods in work that enable you and others to look at issues from different perspectives (e.g. change the roles in a team meeting or invite people from other departments to present their view on an issue).

Raise a ‘sensitive issue’ in a multi-disciplinary forum and discuss it on the spot. Take notice of the different perspectives and discuss them. Evaluate the session for yourself: what have I learned?

Question the obvious to make sure that all elements of a decision or action are taken into account.

Participate in multifunctional teams acting as a connecting point. Spend time in the business to fully understand the different perspectives of each function. Apply for a role as project leader in a multidisciplinary project. Apply for an assignment in another function for a limited period of time (job rotation). Participate in a project which is out with your current function / business area. Facilitate discussions where several different perspectives will be present and of relevance.

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Read all business performance reports available and analyse how the key performance metrics are related. Consider how your area impacts upon the financial results and key metrics.


Find a good mentor, someone who is good at understanding the organisation and the environment. Discuss your organisational and environmental observations and your ability or inability to assess what is going on in and outside the organisation. Find out how he/she is keeping up to date on what is happening outside his/her part of the organisation. Ask him/her how he/she deals with cross-functional cooperation. Be open and discuss your own difficulties in working together with people from other disciplines

Make sure to routinely go out into other areas within the organisation on an informal basis, to get acquainted with people and learn the informal influence network. Find opportunities to develop relationships with other Functions;

Make opportunities to bring colleagues together and foster active sharing of information particularly across functional or geographical boundaries. Find out what they are working on currently and tell them about your activities;

Utilise your network to help you question the status quo and to always have a complete view (360);

Use network to ask for immediate and direct feedback which helps to understand different/other points of view.

Connect to a Controllers’ Forum member to widen network and learn about best practises/ topics discussed.


Explore HEINEKEN One2Learn portal for relevant courses. Attend internal and external workshops to enhance your ability to engage and influence others:

Communication skills Influencing skills Facilitation skills Understanding the strategic context / bigger picture Emotional Intelligence.

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Financial Compliance

The ability to interpret and apply external regulations and internal rules, in order to meet financial compliance obligations.


Prepare a training-briefing document on updated internal rules and/or external regulation Conduct presentations for other functions on changes in rules and regulations Subscribe to relevant newsletters, and other publications; Read, financial and management

reports and legislation updates Identify the relevant changes in regulation and rules and determine which could have an

impact on the business Prepare an internal rule to comply with external regulations Write a position paper which states how the company applies a specific rule or regulation to a

specific circumstance Perform a compliance assessment Design a compliance assessment Discuss audit approach and audit findings with (internal and external) auditors Collect best practices from other departments and/or other companies Participate in key business meetings to understand strategies and identify implications for

rules and regulations. Rationalise an existing set of rules Identify areas which lack clear rules and define them Analyse financial data to determine the quality of information captured Implement HEINEKEN IFRS, SCOA, CCCS, Functional P&L within an OpCo Request an stretch assignment within a technical finance team Educate employees who are new to the procedure/position

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Take part in sounding board for internal rules (SCOA, CCCS, CIL) Discuss OpCo technical finance questions and position papers with relevant Global Experts (e.g.

R&A team, Tax team) Build and maintain relations with external governance bodies and regulators Schedule regular interviews with key stakeholders to gain insights into potential action areas.


HEINEKEN Finance Academy on ONE2LEARN (IFRS modules) SCAN-SCOA workshop Go to training/update meetings as organised by internal and external auditors and consultants Formal educations / Professional Qualifications such as Chartered Accountant, Executive

Master of Finance and Control, etc. Attend Webcasts on relevant updates to legislation / guidance. Attend workshops, financial conferences and seminars to keep track on developments, trends

and best practices Read relevant literature, such as IFRS

KPMG Insights Local GAAP HEINEKEN Annual Report

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Technical Finance Advisory

The ability to apply technical finance expertise to optimize financial decision making and to capture opportunities in the areas of tax, financial markets and financial accounting.


Prepare a position paper in relation to a new (legislative) development. Describe the impact on the HEINEKEN business and identify threats and opportunities.

Prepare a risk analysis and use this to provide proactive advice in order to help drive improvements

Work closely with internal and external advisors to agree appropriate treatment of more complex areas

Subscribe to relevant newsletters and other literature; Identify best practices and determine which developments could have an impact on the business

Distil relevant information from technical literature and communicate concise Contribute in a Due Diligence process for a potential acquisition Host a webcast or present for an audience on a technical topic Contribute to a complex accounting, treasury and / or tax assignment such as an acquisition,

merger, de-consolidation Explore opportunities to participate in a Global, Regional or OpCo projects Prepare technical financial advice for business cases ensuring optimal approach.


Build an internal network to obtain relevant business insights from functional owners Maintain an external network with peers and with relevant external counterparts (government,

tax authorities, etc.) to obtain new insight Participate in internal governance bodies such as the Accounting Policy Forum, Controllers

Forum Obtain feedback from key stakeholders who have received your technical financial advice Make time to speak to senior technical specialists and/or someone who understands the

broader perspective

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IFRS Roundtables, IFRS meeting the experts, Advisor Webcasts HEINEKEN Finance Academy on ONE2LEARN (IFRS modules) Attend workshops, conferences and seminars Formal educations / Professional Qualifications such as Chartered Accountant, Executive

Master of Finance and Control, Tax qualifications (ATII) etc. Attend Webcasts on relevant updates to legislation / guidance.

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Continuous Process Improvement

The ability to identify opportunities and realize change in order to optimize process efficiency and effectiveness and to meet changing business requirements.


Research and stay up-to-date with industry Best Practices (e.g. new technology, competitive performance, clients expectations)

Measure process performance. Review existing business process performance PPIs and KPIs and identify areas for improvement

in line with relevant CPI methodology. Design & implement improvements via CPI projects. Contribute in internal and external benchmarking activities Meet with colleagues from all business functions to learn more about their business priorities

and requirements Prepare and facilitate a departmental brainstorming session to encourage ‘out of the box’

thinking Systematic diagnosis of current situation in order to determine both the need for change and

the capability to change. Research ways for the most effective solution. Clarify what are the changes, who are involved parties and how changes impact on the organization.

Arrange meetings with IT to understand how IT impacts on business process and how tools and applications can enable improvements and benefit achievement.

Conduct regular departmental operational meetings to monitor the quality of services by analysing performance indicators and outstanding issues.

Explore continuous process improvement methodology and tools such as Lean / Six Sigma, TPM etc.

Learn through the comparison and discussion of service reports Develop, maintain and improve quality of procedures Participate in the implementation of best-in-class processes Facilitate decision making processes for potential process improvement opportunities Conduct presentations to other departments on business process design and Performance

Indicators Apply Lean Six Sigma or TPM in a process improvement initiative.

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Prepare a business case to support the implementation of a process improvement initiative. Participate in or lead a cross-functional / cross-OpCo (with HGSS) CPI project.


Take part in CPI community. Join internal and external networks to gain insight in new trends, tools & technologies Conduct feedback session with internal and external stakeholders on quality of procedures and

processes Meet with functional experts to get input on recent business developments Meet with your manager to gain insight in performance and ambitions of your department Meet with internal and/or external audit to discuss potential risk areas and mitigation actions Meet with Business Process Owners and CPI leads to understand the end-to-end process and

identify improvements. Find a mentor in the organisation who has recognised change management expertise.


Attend relevant finance and accounting courses Attend internal and external workshops:

Communication skills Change Management Project management Lean and Six Sigma training Process Improvement methodology HEINEKEN Finance Academy on ONE2LEARN Read financial and management reports, legislation updates, and company policies. Read Kotter’s “Leading Change” book. Gain an understanding of the “HEINEKEN Enterprise Process Model (HEPM)” by reviewing

relevant parts of the model in HEIPORT / ONE2Share. Familiarise yourself with the Business Control Framework (BCF), Internal Controls and

HEINEKEN Assurance Model. Read “What is LEAN SIX SIGMA?” by M.George, D Rowlands and B Kastle (McGraw Hill)

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Transactional Finance Process Execution

The ability to execute finance processes according to defined standards in terms of quality and efficiency in order to deliver best-in-class financial services.


Write and maintain operating procedures for internal business processes Assist in the design/review of policies and procedures Meet with colleagues from other departments to learn more about their department

objectives, vision, mission and strategy and how this impacts upon transactional finance processes.

Review existing business process performance PPIs and KPIs and identify areas for improvement. Design & implement improvements via CPI projects.

Acquire general knowledge on all services provided to the customers and their underlying processes.

Tackle persistent problems in a structured way and execute conclusive solutions. Maintain simple charts and diagrams that show how your process/service is performing. Be aware of the business impact of your services and the interdependency of your services on

business performance (i.e. if something fails or is changed, how will users be impacted). Read an SLA in detail and make note of the relevant sections of the contract Prepare and document business controls for all type of business domains Review policies, procedures, norms and standards Present new process-related topics in team meetings Conduct a presentation for other departments on performance of your portfolio of processes Participate in process improvement projects Arrange a job rotation with other process teams Organize, conduct and analyze customer satisfaction surveys Assist with the enhancement of HEPM. Identify persistent problems and work with the CPI team to advise and / or work on

determining conclusive solutions.

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Meet with a business analyst in your organization to get input on the performance of the department

Speak to colleagues from other HEINEKEN OpCo’s /HGSS and share Best Practices Join internal and external networks to gain insight in new trends, tools & technologies Ask for feedback on your service level Talk to colleagues who also deliver service to clients and share experiences Find a role model to help you identify where and how to improve your skills


HEINEKEN Finance Academy on ONE2LEARN (IFRS modules) SCAN-SCOA my first steps workshop Formal educations / Professional Qualifications such as Chartered Accountant, Executive

Master of Finance and Control. Relevant training and master classes on new transactional process developments Relevant basic process knowledge with focus on ERP / IT-enablers Complete relevant modules in HEINEKEN Finance and Commerce Academy on ONE2LEARN Attend functional training (finance, logistics, sales etc.) Attend seminars on Transactional Finance Processes (OtC, PtP, RtR) Attend trainings relevant for management of content on the platforms used e.g. SharePoint. Attend internal and external workshops to enhance your ability to engage and influence others:

Communication skills Presentation skills Gain an understanding of the “HEINEKEN Enterprise Process Model (HEPM) by reviewing

relevant parts of the model in HEIPORT / ONE2Share Subscribe to industry newsletters and other relevant literature. Stay current on developments in Transactional Finance Processes by following websites and

blogs of key players in the relevant area. Familiarise yourself with the Business Control Framework (BCF), Internal Controls and

HEINEKEN Assurance Model.

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Risk Management

The ability to identify and measure financial risks, establish and deploy policies, controls and mitigating actions, in order to achieve an optimal balance between risk and return.


Review existing rules, risk management documentation, plans and applied mitigation solutions Do a post audit on a completed project Participate in key-meetings, platforms or conferences of the business (strategic meetings and

staff meetings etc.) Talk to the business to understand the right balance between business opportunity and risk Participate in multifunctional teams supporting company projects or projects of other

functions and apply risk management principles: identification, assessment, ownership, mitigation, tracking and reporting

Participate in business improvement programs, proactively adjust risk controls Subscribe to finance newsletters, market researches and updates prepared by financial

institution and other relevant literature Actively share external sources of information that provide insights on business and/or market

behaviours and/or trends Review managerial reports and identify areas of action Participate in an internal audit project team


Use your internal network as a knowledge platform to gain insight in business processes, developments and changes.

Use your external network (ex-colleagues, banks, auditors, insurance companies etc.) as a knowledge platform to learn about industry trends, best practices, developments and opportunities.

Meet regularly with colleagues from different function to learn about their projects and latest business development

Meet with risk experts to gain further insight and expertise.

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Take the e-learning module available through ONE2Learn – For example the HEINEKEN Finance Academy modules “Fraud Awareness” and “Tax Control Framework” and “Cash Receivables and Payables”

Utilize HEINEKEN internal and external trainings programmes Attend workshops, financial conferences and seminars to share external best practices SCAN SCOA Read “The little book of frauds - Published bad practises”

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Stakeholder Management

The ability to create and sustain high quality stakeholder relationships, in order to manage expectations and influence decision making to achieve HEINEKEN’s objectives.


Regularly map and review your existing relationships. Put together a list of people and rate how relevant and how effective your relation is. Identify actions to improve the relevant relationships.

Monitor your stakeholder’s activities. Regularly visit their websites, get hold of their publications and attend public presentations they make.

Identify in the company the relevant “contact-person” responsible for specific stakeholders (IR/communication/HR/sustainability/etc)

Think of one area under your influence in which you could make the strongest contribution. Be able to explain why. What do you do to have an impact?

Explore the opinion and points of view of stakeholders. Then ask yourself: what have I learned? What will I do differently as a result of this knowledge?

Make sure you know the strategic objectives of the stakeholder. Think about what is driving them.

Actively share external sources of information that provide insights on business and/or market behaviours and/or trends.

Explore opportunities to participate in (external) initiatives and working groups.


Use your network as a knowledge platform to gain insight in business processes, developments and changes.

Build and maintain relations with external governance bodies and regulators Use your external network as a knowledge platform to learn about industry trends, best

practices, developments and opportunities. Attend professional conferences. Identify one or two people who impressed you and arrange a

follow-up meeting.

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Regularly produce surveys to key stakeholders, to test their response and feedback of the relationship with HEINEKEN.

Meet regularly with colleagues from different function to learn about their projects and latest business development.


Take the e-learning module available through ONE2Learn – For example the “HEINEKEN Code of Business Conduct and Whistle Blowing Procedure”

Read HEINEKEN’s Sustainability Report, or take e-learning modules from the Sustainability Academy to understand our Brewing a Better Future agenda add the examples”

Attend workshops, financial conferences and seminars to build and maintain relations Attend a Stakeholder Management workshop Read some of the abundant literature on the Theory of Stakeholder management

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Financial Reporting and Communication

The ability to report and communicate effectively, in order to enhance internal and external understanding of business performance and strategy.


Review the reporting of HEINEKEN’s competitors twice a year and identify how they deliver and key industry trends. Review competitor results and press coverage to identify any implications or insights for HEINEKEN.

Attend and review financial presentations and disclosures of main industry competitors to learn what is going on in the industry and to improve our presentation and communication.

Participate in a project to improve financial reports. Familiarize yourself with functional quarterly updates, such as the GC letter and innovation

update. Understand how HEINEKEN key metrics are defined such as organic growth, innovation rate,

RONA, BEIA, NRI as well as how external and internal developments influence those metrics. Subscribe to relevant newsletters and other literature. Identify best practices and determine which developments could have an impact on the business.

Identify a speaking opportunity, e.g. internally or at an industry forum. Actively share external sources of information that provide insights on business and/or market

behaviours and/or trends. Pay attention to the impact of your communication. Awareness of the impact is vital as it

provides insight on whether the message came across. Learn from every experience. Investigate drivers of business performance to really understand “what´s behind them” Ask someone to videotape your next presentation. Review and document what went well and

what you would differently next time.


Use your internal network as a knowledge platform to gain insight in business processes, developments and changes.

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Seek feedback from the recipients of your reports on the impact and use of the information and how it could be improved

Use your external network as a knowledge platform to learn about industry trends, best practices, developments and opportunities.

Identify role models and practice using their techniques in your communication. Meet regularly with colleagues from different function to learn about their projects and latest

business development. Become member of relevant professional organisations.


Utilize HEINEKEN internal and external training programmes on presentation skills & public speech.

Access to e-learning courses like “Workplace communication skills” and modules in the HEINEKEN Finance Excellence Academy on ONE2LEARN

Attend internal and external: Communication skills Presentation skills Financial writing Attend financial conferences and seminars to share external best practices

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Glossary

Term Definition

CCCS Common Cost Centre Structure. Refers to HEINEKEN’s definition of cost centre data

CIL Company Information Logistics

CPI Continuous Process Improvement

Financial Accounting Content, internal relations and consistency of HEINEKEN’s financial and managerial reporting

GAAP Generally Accepted Accounting Principles

HEINEKEN (or the company)

The HEINEKEN Group, HEINEKEN N.V. (ultimate listed parent), HEINEKEN’s Operating Companies and/or companies with significant influence

HEPM Refers to the HEINEKEN Enterprise Process Model. Process framework in which End to end processes are documented, including process actors, relations and outputs

IFRS International Financial Reporting Standards. HEINEKEN IFRS is an interpretation of these standards for HEINEKEN

KPI Key Performance Indicator. Used as metric for performance indication

OpCo Operating Company

PIR Post Investment Review

PPI Process Performance Indicator. Used as metric process performance indication

Rules Refers to HEINEKEN’s set of rules comprising of policies, treatments and procedures and external rules that apply to HEINEKEN’s operations

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Term Definition

Risk management Examples of risk management can be: Pensions Risk; Currency fluctuations; Financial Reporting Risk; Corporate brands; Credit Risk; Interest rate; Outsourcing; Tax: Excise duties; Tax: Corporate Income Tax; Capital availability

RONA Return on Net Assets

SAM Refers to the Strategic Alternatives Meeting

SAP Refers to the Strategic Action Plan

SCOA Refers to Standard Chart of Accounts. HEINEKEN’s account definitions, accounting policies and treatments

SCAN Standard Accounting Control Network. HEINEKEN database for accounting guidance & policy.

SLA Refers to Service Level Agreement. Document stating process specific KPIs and provided service levels

Finance CompetenciesDevelopment Guide

finance competencies - heineken careers

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