Column: Brewing up a corporate culture

There is no such thing as accidental success in business. Heineken is the world”™s most international brewer, but our success is not solely about beer and cider, it”™s also about our employees. And we”™re constantly looking at innovative ways to keep them inspired.

Heineken USA”™s corporate culture is deeply rooted in our family heritage, beliefs and values. We want to empower our employees to grow and succeed in an ever-evolving beer and cider world and appreciate the communities where we live and work. The only way to achieve this is to have committed employees with a shared understanding around what”™s important to our company and why we exist.

Several years ago, in the midst of a company transformation, we found our performance was trending up, but not at the pace we envisioned nor at a constant trajectory. To energize our people, we realized we needed to think beyond what we do and how we do it. We needed to focus on why we exist as a company. We needed to tap into our purpose.

We gathered 80 of the company”™s top leaders together to collaboratively define our company”™s purpose. But we not only introduced the idea of discovering our company”™s purpose, we also encouraged our people to think about their own personal purposes: What are you good at? What are you passionate about? Why are you working for Heineken USA at this point in your career?

Our employees compared notes, discussed the direction of the company, talked about goals ”” and uncovered countless common threads. That meeting helped employees realize the strength of collaboration while giving them the opportunity to have a direct influence in defining the company”™s purpose.

Company leadership should support the desired culture through reward systems, performance management and employee training programs to really gain momentum. Strong internal communication is imperative to maintain the culture. Showing recognition and appreciation to employees is vital. Employees need to feel they are valuable assets to the company. Inspired and empowered people produce great work. Period.

We know that collaboration increases engagement amongst employees. And at Heineken USA”™s corporate headquarters in White Plains, teamwork and innovation are immediately evident. The spaces are designed to encourage openness and transparency, which translates to unity. Glass-walled offices, open workspaces and open meeting areas speak volumes about our transparent culture. Without walls as barriers, communication and productivity can thrive.

Our employees are our most important asset. While you want to build and maintain a corporate culture that retains your top employees, you must simultaneously draw new talent. Often, engaged employees are more likely to refer people they know who fit the culture when employment positions open up.

Meri Wick, senior director of human resources for Heineken USA, said, “We want to know more than what”™s on a person”™s resumé. We also want to know if they”™re a good culture fit and whether they have the potential to contribute in a significant way starting on their first day and to grow into a leader within the organization.”

“It”™s also essential to factor in skills that can”™t be taught and the importance of having a diverse team who all support the company culture but aren”™t clones. Last year, we hired about 93 new employees and another 52 current employees were moved into new roles within the organization. Because it”™s not just about new talent, it”™s also about developing talent.”

At Heinken USA, we aim to create a supportive, appreciative environment that helps build loyalty and lowers turnover. Throughout the year, we offer workshops, lunch-and-learns and forums. Recently at our annual all-employee meeting, we offered a workshop, sponsored by the Women”™s Leadership Forum, which focused on leadership presence. Attendees learned tips about body language, expression, voice projection, and eye contact. Women and men walked away empowered regardless of their roles in the company.

Giving back and community outreach also play into the corporate culture. To support our global Brewing a Better World agenda, we host an annual Day of Giving activity, focused on local urban greening projects. The program gives employees the opportunity to directly give back to our community, resulting in more than 7,000 volunteer hours to date over the last nine years. Last year, employees renovated and transformed the Havemeyer Garden in the South Bronx.

As an alcoholic beverage company, social responsibility is a top priority in our corporate culture. One way that we help employees become responsible consumption ambassadors is to provide them with a smartphone breathalyzer, a device that tracks their alcohol consumption. And the prevention of underage drinking is always on our agenda, especially through our partnership with the Health Alliance on Alcohol.

Creating a corporate culture must fit your organization based on your industry, brand, philosophy, mission, values and desired business outcome. At Heineken USA, our company purpose fuels the corporate culture, which in turn drives our business strategy. But it”™s our people”™s passion and emotional investment which drive our culture and allow us to live our purpose.

Jose Luis Velasquez Vigil is senior vice president for human resources and chief people officer at Heineken USA in White Plains. He can be reached at 914-681-4100 or at corporaterelations@heinekenusa.com.