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15.
comprising a number of leading Group Directors
and two Regional Presidents. This Board is chaired
by our CEO. It works to:
encourage cross-fertilisation between Group
departments on responsibility issues;
identify CSR aspects in Group departments'
activities and policies;
advise the Executive Board on priorities,
content and approach of policies;
determine the level of involvement of Group
departments in the CSR policy process;
monitor the coherence and consistency of CSR
policies and practices;
review results.
At the operational level, our Group Corporate
Relations Director holds final responsibility for our
corporate responsibility agenda, which is managed
and executed on a day-to-day basis by our
Corporate Affairs and Corporate Relations teams.
The diagram below summarises our governance
structure.
The CSR Advisory Board's most important task is
to define the main areas of focus for our corporate
responsibility agenda and developing interventions
that will lead to improved company performance
in these areas. Measuring, benchmarking and
stakeholder dialogue all help the CSR Advisory
Board determine our priorities.
Policies and other interventions are implemented
in our operations and their impact is measured
and analysed. To assess their effectiveness, the
CSR Advisory Board works closely with Group
Internal Audit.
The diagram below summarises our CSR
planning cycle.
Our governance process enables us to respond
coherently at our corporate centre to real concerns
raised by our stakeholders, taking into account the
opinions of all relevant departments and operating
companies. The process also allows us to embed
corporate responsibility initiatives in our Group
functional agenda.
Dialogue with stakeholders
In 2002, Nyenrode Business University carried
out an extensive study of stakeholder opinions,
questioning internal and external stakeholders
about their perceptions and expectations on a
number of important issues, including environmental
management, alcohol, integrity and human rights.
The results of this study formed the basis for the
CSR agenda we set for 2003-2005.
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Corporate Governance structure
Summary
Executive Board
Group
Corporate Relations
CSR Advisory board
Corporate affairs
Group departments
Operations
CSR Planning cycle
Summary
Stakeholder dialogue
Benchmarks and
legal requirements
1
1
Strategic priority setting
Three year plan
Internal
CSR
measurements
intervention cycle
Opco implementation
Heineken N.V. - 2004/2005 Sustainability Report