ECONOMIC SUS TA INABILITY
The effectiveness with which these policy measures
are implemented at local level is monitored centrally
by analysing beer samples and conducting
organoleptic tests in the laboratory and checking the
'best before' dates on samples of products on sale,
thus ensuring that the product delivered to the con
sumer is safe and fresh. Consumer complaints are
recorded and dealt with in accordance with our com
plaints procedure. A recall is ordered if, despite all
our efforts, a defective product finds its way to the
market.
To encourage our breweries to make an extra effort
to give the consumer an excellent product, our
breweries take part in an internal Quality Awards
programme, under which the quality of the beer and
packaging on the market is assessed by an independ
ent external body.
Principles
In no circumstances will corruption and fraud be
tolerated by Heineken, which considers that corrup
tion must be eliminated from society and has pro
grammes in place to prevent it. In the case of gifts
and conflicts of interest, however, it is not always
possible to lay down hard and fast rules, one reason
being that society's perception of the value and
significance of a business gift varies widely from
country to country. Heineken has formulated princi
ples of ethical conduct at a central level which are
implemented locally. These prevent employees
allowing business and personal interests to conflict
or accepting or making personal gifts which might
impair ethical business relations or jeopardise deci
sions.
2.7 Code of conduct
Heineken's policies on ethical business practices, in
particular with regard to corruption, gifts, fraud and
conflicts of interest, has been reviewed in the past
few years. When a survey revealed that not all operat
ing companies had addressed these issues with equal
rigour, a programme was set up to establish more
consistent standards of business ethics and to formu
late a code of business conduct which would be
implemented worldwide. One of the principal aims
was to explain to employees more clearly what is
expected of them in a given situation.
Heineken/BBAG integration
Heineken/Brau Union HR combines the best of both worlds
The integration of BBAG following
its acquisition by Heineken was a
massive task that demanded a new
approach. The first step was to
define a set of principles, to protect
the interests of customers, employees
and other stakeholders, before teams
from the two companies met to draw
up a plan for the integration process,
based on respect for each other's
culture. Thanks to this new approach,
cultural differences have caused no
problems so far.
Integ
Act
KURT HERLER
Results
Heineken's anti-corruption policy, which prohibits
employees from committing any corrupt act on
behalf of the company, was adopted worldwide in
2002. In addition to this central policy, many of
Heineken's operating companies are developing
activities to promote ethical conduct. 61 per cent of
the employees of our operating companies are aware
of their responsibilities regarding the giving and
receiving of gifts and a slightly larger proportion,
75 per cent, are aware that purchases on behalf of the
company must not be made from suppliers with which
they have a personal relationship or from which they
expect a personal reward. 81 per cent of the operat
ing companies have introduced anti-fraud measures.
While the absence of a local policy does not, of
course, imply that the operating companies in ques
tion perform poorly in terms of ethical conduct, it is
necessary to reinforce the initiatives undertaken to
promote ethical conduct in order to minimise the
risks to the company.
Internal dialogue
Because it is important that the international code of
conduct we have formulated is consistent with local
standards and values, the business conduct program
me largely takes the form of a local internal dialogue
in which the operating companies define the rules
HEINEKEN N.V. SUSTA INABILITY REPORT 2 00 2-200 3
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