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