Throughout 2004 and 2005, we have maintained frequent contact with our stakeholders, learning more about their views concerning the role of multinational businesses and their expectations for the future. We have maintained dialogue with NGOs working in environmental protection and human rights, with various government agencies (including those responsible for healthcare, economic affairs and development) and also with investors, trade associations, competitors, trade unions, the European Works Council representing the European workforce of Heineken, universities and other knowledge institutes, the media, our employees, our customers and our suppliers. Through dialogue with these stakeholder groups we have established that there is widespread support for our CSR agenda and that our efforts are seen as valuable. However, we have also learned that if we want to achieve our aims in a rapidly changing world we must be ready to adapt. Over the past two years our stakeholders have highlighted a number of areas where they would like to see us developing our activities: up-scaling of our sustainable barley farming project; better insight into our economic and social impact; stimulating economic development; contributing to the realisation of the Millennium Development Goals; a further extension of our activities regarding beer promotion women; the use of environmentally friendly cooling agents in point-of-sale equipment such as refrigerators; greater pro-activity in our approach to the issue of alcohol and society; a more structured approach to human rights issues; supply-chain responsibility. We cover all of these issues in the relevant sections of this report. Over the coming years, we will determine how to respond to the demands and expectations raised. To help us further improve our understanding of stakeholders' concerns and requests we have agreed to participate in the RESPONSE research project that has been initiated by INSEAD, the Copenhagen Business School and other participating bodies. In the context of this study, a large number of internal and external stakeholders will be interviewed, providing us with valuable insights into their concerns and expectations. This study will be concluded during 2006 and, together with feedback from our own stakeholder engagement, MassimilianoTurconi, Internal Audit Manager at Heineken Italia. The Code of Whistle Blowing In December 2004, the Executive Board approved the Heineken Code of Whistle Blowing; a measure designed to help employees report any cases of serious wrongdoing or mismanagement, including infringements of the Code of Business Conduct, without fear of reprisal. The Code outlines three ways in which employees can report on an incident: to the line manager with direct responsibility for the incident; to a locally appointed Trusted Representative; via an external help line, allowing them to safeguard their anonymity should they wish so. A serious wrongdoing or malpractice is: any serious breach of the provisions in the Heineken Code of Business Conduct; any breach of other applicable laws, rules or regulations, codes of practice or professional statements; mismanagement; abuse of authority; danger to public or worker health and safety; any other serious social misconduct; concealment of any malpractice. When an employee wishes to raise a specific concern, he or she is encouraged to first discuss the matter with the direct supervisor or with the dedicated local Trusted Representative. At Heineken Italia, the Human Resources Director was appointed the Trusted Representative in December 2005. "There have been very few examples of this being done in Italy," says Massimiliano Turconi. "We introduced it as an easy way of communicating employee concerns and our managers understand that it is something to help them - not something that's there to check up on them." Heineken N.V. - 2004/2005 Sustainability Report

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Heineken - Milieuverslag | 2004 | | pagina 19