Management Review Process
Manual
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Table of Contents
1. Introduction........................................................................................................................2
2. Starting points for the Management Review Process........................................................2
3. OpCo Management Review...............................................................................................2
3.1. Preparation.................................................................................................................2
3.2. Meeting.......................................................................................................................2
3.3. Communication...........................................................................................................2
3.4 RASIC chart................................................................................................................2
4. Consolidated OpCo Management Review........................................................................2
4.1. Preparation.................................................................................................................2
4.2. Meeting.......................................................................................................................2
4.3. Communication...........................................................................................................2
4.4. RASIC chart................................................................................................................2
5. Functional Management Review.......................................................................................2
5.1. Preparation.................................................................................................................2
5.2. Meeting.......................................................................................................................2
5.3. Communication...........................................................................................................2
5.4. RASIC chart................................................................................................................2
6. UC/GM Management Review............................................................................................2
6.1. Preparation.................................................................................................................2
6.2. Meeting.......................................................................................................................2
6.3. Communication...........................................................................................................2
6.5. RASIC chart................................................................................................................2
Appendices:
1. Format OpCo Management Review
2. Format Consolidated OpCo Management Review
3. Format Functional Management Review
4. Format UC/GM Management Review
A Organisation Chart
B Performance Potential Matrix
C Curriculum Vitae
D Succession Plan
E Detailed Succession Plan
F OpCo Vacancy List
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1. Introduction
The Management Review (MR) Process is one of the key processes for Management De-
velopment (MD) at Heineken. The Management Review Process is an integral part of the
Heineken Global HR policies and processes.
The objectives of the Management Review (MR) Process are to:
- identify top talent;
- identify successors and potentials for senior management positions;
- align MD activities, MD programs and Individual Development Plans with strategic ob-
jectives of the Heineken organisation;
- explore gaps in the current and required leadership qualities.
The MR Process consists of four sequential elements:
1 OpCo MR;
2 Consolidated OpCo MR;
3 Functional MR;
4 UnClassified/General Manager (UC/GM) MR.
This manual is a step-by-step explanation of the four elements of the MR process, and can
be used as a guide through the entire MR process.
CHR&OD is the owner of this manual and can be contacted for inquiries or suggestions.
2. Starting points for the Management Review Process
Roles and responsibilities
The OpCo’s are in the lead to prepare and implement the MR Process at local level,
whereas CHR&OD provides direction, support and monitoring, and ensures consistency at
global level.
During the process, different parties are involved:
- Employees are responsible for their own development and career. For the MR Process
it is essential that employees are explicit about their career aspirations and mobility,
discussed during the Performance Management meetings between employee and line
manager;
- The line manager is responsible for assessing and communicating about the employ-
ees performance and potential, both to the employee and to OpCo HR/MD;
- OpCo HR/MD departments coordinate and stir the MR Process and maintain employee
information in HRM Connect;
- CHR&OD monitors the MR process and the outcomes, makes together with the Func-
tional Corporate Director the Functional MR, provide follow up on development and
succession planning, advises and provides the Executive board with summaries and
propose actions on MD issues;
- GM/Managing Director or Corporate Director acts as a chairman at the OpCo MR meet-
ings;
- The Corporate Director acts as chairman at the Functional MR;
- Executive Board Members approve the outcomes of the reviews.
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HRM Connect
HRM Connect is the global MD database in which all information about the Corporate Tar-
get Group is maintained. In order to ensure global consistency, the elements of the MR
process use standard templates and documents. The HRM Connect Manual describes in
detail how to use the database, forms and formats.
Target Groups
The target group for the OpCo MR Process is specified by the OpCo itself. The OpCo MR
Process could be used for all employees in the OpCo however it should be noted that the
HRM Connect system only supports the MR process for the Corporate Target Group.
The Consolidated, Functional and UC/GM MR Process are designed to be applied for the
entire Corporate Target Group:
1 Senior management:
- All employees in salary or job groups 35 and above;
- All direct reports to Managing Directors, General Managers and Corporate Dir-
ectors.
2 Global talent:
All employees in the OpCo Management Development population with a “high potential”
or “promotable” career label (combination of performance rating and potential rating)
and international mobility.
MR planning cycle
The MR processes have a fixed timing and sequence during the year. The outcomes of the
OpCo MR’s (held in March) are input for the Consolidated OpCo MR’s (held in April till mid
May). The output of these MR’s serve as input for the Functional MR’s (held from mid May
till the end of June), while the most important MD issues from both Consolidated OpCo
and Functional MR’s serve as input to present the main issues within MD during the UC/
GM Management Review, held in July.
All four MR processes consist of three phases:
1 Preparation;
2 Review meeting;
3 Communication.
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3. OpCo Management Review
The OpCo MR is held in March each year. The OpCo MR is completely prepared and im-
plemented on a local level. The target group for the OpCo MR is determined by the OpCo
itself.
3.1. Preparation
Process description
Previous to the review meeting, preparation is implemented by various key players (see
also OpCo MR Format, appendix 1).
1 MD Action Plan preceding year
The MD Action Plan of the preceding year serves as the starting point for the OpCo
MR. OpCo HR/MD prepares a summary of the accomplished and outstanding activities;
2 Organisation Chart and consequences of key isses for internal requirements and HR
priorities
OpCo HR/MD prepares the Organisation Chart (out of HRM Connect);
The HR Director states here the consequences of the Opco key issues for the organisa-
tion, for leadership and for people development;
3 Performance Potential Matrix
OpCo HR/MD and responsible Line Managers prepare the Performance Potential Mat-
rix, based on the input from the Performance Management Process. Opco MT mem-
bers are responsible for determining the potential rating for employees within their func-
tion areas;
4 Individual Development Plans and CV’s
OpCo HR/MD prepares Individual Development Plans (output of Performance Manage-
ment Process) and CV’s of all persons being discussed during the MR meeting;
5 Expected vacancies
Based on the availability dates of employees (input from the Performance Management
Process in HRM Connect), a list of expected vacancies is made by OpCo HR/MD;
6 Succession Planning
Based on the list of expected vacancies, Performance Potential Matrix and Individual
Development Plans, the responsible line managers and OpCo HR/MD make the pro-
posed Succession Planning per vacancy, including cross functional moves;
7 OpCo HR/MD sends MR Format, Individual Development Plans and CV’s to parti-
cipants of the review meeting, one week before the actual meeting.
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Flow chart
3.2. Meeting
The Opco management review meeting takes place according to the standard agenda
format:
Agenda
1. Progress of MD Action Plan preceding year;
2. Consequences of key issues;
3. Individual Development Plans and CV’s;
4. Performance Potential Matrix;
5. Expected vacancies;
6. Succession planning;
7. MD Action Plan and priorities.
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Participants
- Managing Director/GM (chairman);
- Responsible Line managers (MT);
- Opco HR/MD.
Outcome
- Proposal on Career Labels on the Performance Potential Matrix for the OpCo;
- Approval of Individual Development Plans, discussed during the meeting;
- Approval of Succession Planning (including expected vacancy list, expected availability
dates, expected cross functional moves);
- Approval of MD Action Plan.
3.3. Communication
Process description
1 The line manager informs the employees outside the Corporate targetgroup about the
outcome of the OpCo MR as soon as possible, at last during the mid year review of the
performance management cycle between the individual and the manager;
2 OpCo HR/MD makes the MD Action Plan, based on the MR Format and sends it to all
participants one week after the meeting;
3 OpCo HR/MD inserts changes based on the outcome of the MR in HRM Connect;
4 The OpCo HR Director or the RHR manager consolidates the information of all OpCo
MR’s for the Consolidated OpCo MR’s.
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3.4 RASIC chart
Responsible (R)
Managing Director/GM
Approval (A)
Support (S)
OpCo HR/RHRM
Line managers
Inform (I)
Consult (C)
Preparation 1. Summarize activities of MD Action R
Plan preceding year
2. Organisation chart + describe con- R
sequences of key issues
3. Prepare Performance Potential Matrix R R
4. Prepare Individual Development R
Plans and CV’s
5. Prepare list of expected vacancies R
6. Prepare Succession Planning R R
7. Send completed MR Format to parti- I I R
cipants of meeting
Meeting 1. Discuss progress of MD Action Plan R S C/S
preceding year
2. Discuss key issues R S C/S
3. Discuss Individual Development R S C/S
Plans and CV’s
4. Discuss Performance Potential Matrix R S C/S
5. Discuss expected vacancies R S C/S
6. Discuss Succession Planning R S C/S
7. Discuss MD Action Plan and priorities R S C/S
Communication 1. Inform employees about outcome R C/S
2. Make MD Action Plan and sent to R
participants
3. Insert outcomes of MR in HRM Con- R
nect
4. Consolidate information of MR for R
Consolidated OpCo MR
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4. Consolidated OpCo Management Review
The Consolidated OpCo MR takes place from April to mid May of each year. The focus of
the Consolidated OpCo MR is the Corporate Target Group.
4.1. Preparation
Process description
Prior to the review meeting, preparation is implemented by various key players (see also
Consolidated OpCo MR Format, appendix 2).
1 MD Action Plan preceding year
The MD Action Plan of the preceding year serves as starting point for the Consolidated
OpCo MR. OpCo HR/MD prepares a summary of the accomplished and outstanding
activities;
2 Organisation Chart and consequences of key issues for internal requirements and HR
priorities
OpCo HR/MD prepares the Organisation Chart, out of HRM Connect;
The HR Director states here the consequences of the Consolidated Opcos key issues
for the organisation, for leadership and for people development;
3 Performance Potential Matrix
OpCo HR/MD and Managing Director prepare the Performance Potential Matrix, based
on the input from the OpCo MR. For the Consolidated OpCo MR, every employee in the
Corporate MD Target Group within the OpCo recieves a career label by being plotted in
the Matrix;
4 Individual Development Plans and CV’s
OpCo HR/MD prints Individual Development Plans (output of Performance Manage-
ment Process) and CV’s of all Senior Management, out of HRM Connect;
5 Expected vacancies
Based on the availability dates of employees (input from the Performance Management
Process in HRM Connect), a list of expected vacancies is made by OpCo HR/MD;
6 Succession Planning
Based on the list of expected vacancies, Performance Potential Matrix and Individual
Development Plans, the Managing Director and OpCo HR/MD make the proposed Suc-
cession Planning per vacancy, including cross functional moves;
7 OpCo HR/MD sends MR Format, Individual Development Plans and CV’s to parti-
cipants of the review meeting, one week before the actual meeting.
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Flow chart
4.2. Meeting
The review meeting takes place according to the standard agenda format:
Agenda
1. Progress of MD Action Plan preceding year;
2. Consequences of key issues;
3. Individual Development Plans and CV’s of Senior Management;
4. Performance Potential Matrix;
5. Expected vacancies;
6. Succession planning;
7. MD Action Plan and priorities.
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Participants
- Managing Director/GM (chairman);
- Executive Board Member;
- Opco HR/MD;
- Director CHR & OD, Manager C&CD, C&CD Officer.
Outcome
- Approval of career labels from the Performance Potential Matrix for the OpCo: identific-
ation of global talent;
- Approval of Individual Development Plans;
- Approval of local Succession Planning (including expected vacancy list, expected avail-
ability dates, expected cross functional moves);
- Approval of MD Action Plan.
4.3. Communication
1 The GM/Managing Director informs the responsible line managers about the decisions
made during the meeting;
2 The line manager informs the employee about the outcome of the Consolidated OpCo
MR as soon as possible, at the latest during the mid year review of the performance
management cycle;
3 OpCo HR/MD makes the MD Action Plan, based on the MR Format and sends it to all
participants one week after the meeting;
4 OpCo HR/MD inserts the outcome of the MR in HRM Connect;
5 OpCo HR and the C&CD Officer will have two monthly follow up sessions by phone
about the progress of the MD Action Plan and to consult about MD issues if necessary;
6 The C&CD Officer consolidates and analyses the information of all OpCo MR’s for the
Functional MR’s.
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4.4. RASIC chart
Responsible (R)
Exective Board Member
GM/Managing Director
Approval (A)
Support (S)
OpCo HR/RHRM
Line Managers
Inform (I)
CHR&OD
Consult (C)
Preparation 1. Summarize activities of MD Action R C/S
Plan preceding year
2. Organisation chart + describe con- R C/S
sequences of key issues
3. Prepare Performance Potential Matrix R R C/S
4. Prepare Individual Development R C/S
Plans and CV’s
5. Prepare list of expected vacancies R C/S
6. Prepare Succession Planning R R R C/S
7. Send completed MR Format to parti- I I R C/S
cipants of meeting
Meeting 1. Discuss progress of MD Action Plan R A S C/S
preceding year
2. Discuss key issues R A S C/S
3. Discuss Individual Development R A S C/S
Plans and CV’s
4. Discuss Performance Potential Matrix R A S C/S
5. Discuss expected vacancies R A S C/S
8. Discuss Succession Planning R A S C/S
9. Discuss MD Action Plan and priorities R A S C/S
Communication 1. Inform responsible line managers R C/S
about outcome
2. Inform employees about outcome R C/S
3. Make MD Action Plan and send to R C/S
participants
4. Insert outcomes of MR in HRM Con- R C/S
nect
5. Follow up sessions R C/S
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5. Functional Management Review
The Functional MR takes place from mid May till the end of June, each year.
Target Group for the Functional MR are all employees within the functional discipline, be-
longing to the Corporate Target Group.
5.1. Preparation
Process Description
Previous to the review meeting, preparation is implemented by various key players (see
also Functional MR Format, appendix 3).
1. Review MD Action Plan preceding year
The MD Action Plan of the Functional MR of the preceding year and the MD Action
Plans of the Consolidated OpCo MR’s just held, serve as starting point for the Func-
tional Management Review. The C&CD Officer prepares a summary of the accom-
plished and outstanding activities;
2. Consequences of key issues for the functional discipline
Based on the 3 Year Plan, the Corporate Director states the required competencies for
the discipline, and the development priorities and programmes;
3. Performance Potential Matrix
Based on the OpCo Performance Potential Matrices, the C&CD Officer prepares a Per-
formance Potential Matrix for the discipline and prepares an analysis about trends in
the development of the discipline, derived from the matrix;
4. Career paths and cross functional moves
Based on information of the Consolidated MR’s, a list of people who want to make a
cross functional move is made. The C&CD Officer prepares together with the Corporate
Director, Career Path(s) for the functional discipline.
5. Expected vacancies
Based on the Consolidated OpCo MR’s, the C&CD Officer prepares the list of expected
vacancies for key positions in the discipline;
6. Succession Planning
Based on the Consolidated OpCo MR’s, the C&CD Officer prepares an overview of all
possible successors for key positions within the functional discipline;
7. The C&CD Officer sends the completed Functional MR Format to all participants one
week before the meeting;
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Flow chart
5.2. Meeting
Agenda
1. Progress of MD Action Plan preceding year;
2. Consequences of key issues;
3. Performance Potential Matrix;
4. Expected vacancies;
5. Succession planning;
6. MD Action Plan and priorities.
Participants
- Functional Corporate Director (chairman);
- Executive Board member;
- CHR&OD Director, Manager C&CD, C&CD Officer.
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Outcome
- Review of Career Labels on the Performance Potential Matrix for the discipline;
- Approval of required competences, career paths, cross functional moves and develop-
ment plans for the discipline;
- Approval of Succession Planning (including expected vacancy list and expected availab-
ility dates);
- Approval of MD Action Plan.
5.3. Communication
1. The Functional Corporate Director informs the functional MT member of the OpCo
on the general outcomes of the Functional MR;
2. The C&CD Officer informs OpCo HR/MD regarding issues about individual Career
Paths, individual development plans, etc;
3. The line manager informs the employee about the outcome of the Functional MR (if
different from Consolidated OpCo MR) as soon as possible, at last during the mid year
review of the performance management cycle between the individual and the manager;
4. The C&CD Officer makes the MD Action Plan, based on the MR Format and sends
the plan to all participants, one week after the meeting;
5. The C&CD Officer inserts the outcome of the Functional MR in HRM Connect;
6. The C&CD Officer Consolidates the information of all Consolidated and Functional
MR’s for the UC/GM MR.
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5.4. RASIC chart
Responsible (R)
Functional Corp. Director
Executive Board Member
Approval (A)
Support (S)
Line Manager
Inform (I)
CHR&OD
Consult (C)
Preparation 1. Summarize activities of MD Action R
Plan preceding year
2. Describe consequences of key issues R
3. Prepare Performance Potential Matrix R
4. Prepare list of expected vacancies for R
key positions
5. Prepare Succession Planning R
6. Send completed MR Format to parti- I I R
cipants of meeting
Meeting 1. Discuss progress of MD Action Plan A R C/S
preceding year
2. Discuss key issues A R C/S
3. Approve Career Labels of the Per- A R C/S
formance Potential Matrix
4. Approve expected vacancies A R C/S
5. Approve Succession Planning A R C/S
6. Approve MD Action Plan A R C/S
Communication 1. Inform functional discipline on general R I C/S
outcomes
2. Inform line managers about individual I R
issues
3. Inform employee about outcome of R
Functional MR
4. Make MD Action Plan and send to I I R
participants
5. Insert outcomes of MR in HRM Con- R
nect
6. Consolidate information of Consolid- R
ated OpCo and Functional MR for UC/GM
MR
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6. UC/GM Management Review
The UC/GM MR takes place in July each year.
Target Group for the UC/GM MR are all senior managers in salary- or position grade UC
and all GM’s.
The UC/GM MR exists of 2 parts:
1. The strategic MD issues out of the OpCo and Functional MR;
2. The review of the UC/GM population.
6.1. Preparation
Process description
Previous to the review meeting, preparation is implemented by various key players (see
also UC/GM MR Format, appendix 4).
1. Review MD Action Plan preceding year
The MD Action Plan of the preceding year serves as starting point for the UC/GM MR.
The CHR&OD Director prepares a summary of the accomplished and outstanding activ-
ities;
2. Presentation of the main consolidated OpCo and Functional MR’s
Based on the consolidated outcomes of the Consolidated OpCo and Functional MR’s,
the CHR&OD Director prepares a presentation about the main issues and recommends
actions;
3. Career paths
The CHR&OD Director collects all functional career paths out of the functional MR’s and
prepares Career Paths for GM to sign of;
4. Analysis of current UC/GM population
Based on the Performance Potential Matrices of previous MR’s and from monthly MD
meetings with the Executive board, the CHR&OD Director prepares a proposal for a
Performance Potential Matrix for the UC/GM population (including High Potentials and
Promotables for level 40 and 45) and a proposal for Succession Planning;
5. Individual Development Plans
The CHR&OD Director collects Individual Development Plans of the UC/GM population;
6. The CHR&OD Director sends the completed UC/GM MR Format to the participants, two
weeks before the actual meeting.
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Flow chart
6.2. Meeting
Agenda
1. Progress of MD Action Plan preceding year;
2. Presentation of main issues of consolidated OpCo and Functional MR’s;
3. New MD instruments;
4. Performance Potential Matrix, Succession Planning;
5. Individual Development Plans;
6. MD Action Plan and priorities.
Participants
- Executive Board;
- CHR&OD Director;
- Company Secretary.
Outcome
- Review of career paths;
- Approval of career path GM
- Approval of the Performance Potential Matrix of UC/GM, Succession
Planning;
- Approval of Individual Development Plans;
- Approval of MD Action Plan.
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6.3. Communication
1. The Company Secretary fills in the MD Action Plan and sends it to all participants
one week after the meeting;
2. The Executive Board gives individual feedback to direct reports about the outcome
of the MR;
3. The CHR&OD Director will insert the outcome of the meeting in HRM Connect
within one week after the meeting;
4. The CHR&OD Director monitors that feedback to direct reports is given in time.
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6.5. RASIC chart
Executive Board Members
Responsible (R)
Approval (A)
Company Secretary
CHR&OD Director
Support (S)
Inform (I)
Consult (C)
Preparation 1. Summarize activities of MD Action R
Plan preceding year
2. Prepare presentation of consolidated R
MR’s
3. Collect career paths functional discip- R
line and make career path GM
4. Prepare Performance Potential Matrix R
and succession planning
5. Collect Individual Development Plans R
6. Send completed MR Format to parti- I R I
cipants of meeting
Meeting 1. Discuss progress of MD Action Plan A R
preceding year
2. Presentation of main MD issues and A R
recommendations
3. Discuss career paths incl. Career A R
path GM
4. Approve Career Labels of the Per- A R
formance Potential Matrix and Succession
Planning
5. Approve Individual Development A R
Plans
6. Approve MD Action Plan A R
Communication 1. Fill in MD Action Plan and send to I C/S R
participants
2. Give individual feedback to direct re- R C/S
ports
3. Insert outcomes of MR in HRM Con- R
nect
4. Monitor feedback is given in time R
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Appendix 1:
Format OpCo Management Review
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Appendix 2:
Format Consolidated OpCo
Management Review
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Appendix 3:
Format Functional Management Review
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Appendix 4:
Format UC/GM Management Review
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Appendix A:
Organisation Chart
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Appendix B:
Performance Potential Matrix
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Appendix C:
Curriculum Vitae
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Appendix D:
Succession Plan
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Appendix E:
Detailed Succession Plan
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Appendix F:
OpCo Vacancy List
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