People Function HEINEKEN Brasil & Global DEI Head

Raquel Zagui

Creating a Workplace that Reflects Its Communities

At HEINEKEN, a family-controlled and people-centric company, we have always believed in the combination of performance, inclusion and diversity. We believe that inclusion helps our people perform at their best when they feel they belong. Serving hundreds of millions of consumers in over 70 countries, we understand that we can only thrive when our people reflect the diversity of the communities in which we operate. As a result, my role goes beyond the traditional scope of a DEI position. I help build a culture of belonging—where everyone feels free to be themselves and, because of that, can do their best work. This requires a mix of courage, discipline and boldness.

DEI in Practice

Some days, I focus on the basics—like ensuring easy restroom access for women on night shifts across our global operations. Other days, I advise our CEO and board on how to remain true to our values while navigating moments of polarization. But the goal remains the same: to make DEI real, embedded in how we lead, how we hire and how we grow the business. In a constant war for talent, we can’t afford to be a company for just a few. We need to reflect the full potential of society, or we’ll lose relevance, both inside and out.

Building an Effective and Scalable Learning Strategy

To stay relevant, we need learning that drives better decisions. It all starts with clarity. What problem are we solving? If learning isn’t helping leaders make better decisions, whether it’s about hiring, team performance, or connecting with consumers, it won’t stick. It needs to be relevant, sharp and rooted in the daily realities of the business. Scalable doesn’t necessarily mean shallow. The best strategies are disciplined, context-aware and designed to challenge comfort zones, not reinforce them.

“Inclusion is not a side project. It is how we attract talent, connect with consumers and stay relevant in a changing world”

Listening and Measuring What Counts

We measure what people see and what they feel. This means tracking hard data: representation, pay equity and promotion rates. But also listening deeply to how people experience the culture: Do they feel respected, safe and free to be who they are? Ultimately, I look at one thing: are leaders pulling this agenda because it makes them better, or are we still pushing it to them? Because inclusion isn’t a side project, it’s part of building a company that attracts the best talent, connects with a more diverse and discerning consumer base and truly represents the countries where we operate. In Brazil, for example, 36 percent of our leadership roles are held by Black employees, which shows how DEI is embedded and enduring within the company. That’s not just the right thing to do— it’s smart business.

Building Executive Alignment

To align executives, begin with what matters most to the business. Talk about growth, talent, innovation and risk. But don’t stop there - bring the stories that data can’t tell. The goal is to resonate both intellectually and emotionally. Being a good partner doesn’t mean lowering the bar. It means raising relevance. DEI becomes powerful when it’s not seen as “extra,” but as essential to business performance. And I haven’t met a strong leader who wouldn’t want to reach more talent, connect with more consumers and build a stronger legacy.

Lead for Impact, Not Approval

Effective DEI starts with listening. Understand what matters to your people and your business. And remember: DEI is not about pushing an ideological agenda: it’s about creating the kind of organization that performs better, lasts longer and leaves a legacy you’re proud of. This work isn’t about being liked. It’s about making a difference. Don’t aim for comfort: aim for impact. Never do it alone: build alliances across the business. That’s how inclusion becomes something everyone owns.