25. We are proud of being one of the world's leading beer brewers. We believe that beer forms part of an enjoyable lifestyle when consumed and marketed responsibly. We can only be proud though if we continually meet our obligation to society and consumers with regard to the responsible consumption of our beer. Total Productive Management Through recent changes to our corporate and regional structure, the Executive Board has established a new way of working; this new way must deliver tangible results and is expected to make Heineken a high-performance oriented organisation. In 2004, in order to support the company's growth agenda, three Company Strategic Programmes were selected, including the World Class Manufacturing Programme, which uses the Total Productive Management (TPM) methodology. Our Group Supply Chain function has prepared plans and is responsible for coordinating a wide range of activities as part of this programme. A TPM department has been established in the function, while local TPM coordinators and a global external consultant are available to help our breweries establish TPM organisations and accelerate TPM activities to achieve their vision and targets. TPM centres around a continuous, consistent quest to eliminate losses across all supply chain processes. This is central to the World Class Manufacturing Programme, which aims to transform Heineken into a customer-focused and systems-orientated organisation. One of the outcomes is the development of a competitive environment helping Heineken to achieve its financial goals through significant savings. Most of the improvement teams are currently active in our bottling halls - analysing line stoppages to identify performance problems, then taking corrective action to improve efficiency. The number of teams involved depends largely on how long TPM implementation has been in place. The results of any improvements - on product quality, productivity and cost leadership, customer satisfaction, social responsibility and organisation and people development - are reported to Group Supply Chain on a quarterly basis. To date, 88 per cent of our breweries are involved in the TPM programme and more than 200 people have completed TPM training. As part of this ongoing culture change, production and engineering staff are being encouraged to work more closely together, while greater responsibility is being awarded to employees at lower levels of the organisation. A standard TPM toolbox was released in November 2005, while best practice procedures have been identified through audits and have been included in our knowledge management system. Savings have been identified through the increased Operational Performance Indicators (OPI) of our packaging lines. Decreases in material and extract losses have also been identified, but still need to be classified in a more tangible way through the use of our savings book tool. Jaco Bakker, Manager of Safety, Health and Environment at Heineken's breweries in the Netherlands. Sustainable energy As a co-product of the brewing process, a large quantity of spent brewer's grains are left over at the end of the brewing process. Usually, these spent grains are used for cattle feed. A few years ago, Heineken carried out a research project that enables an alternative use for spent brewer's grains. Separation of spent brewer's grains into three fractions - water, proteins and fibres - allows for incineration of the fibres with energy recovery. "If we were able to adapt this exiting new technology on a large scale, the brewing industry would be nearly self-sufficient for its energy requirements," says Bakker. "It could very well be that a greater independence from fossil fuels in the future would strengthen our competitive edge while at the same time contributing to a slowing down of climate change. It is this combination of doing good while doing well that keeps my job a most interesting one." Heineken N.V. - 2004/2005 Sustainability Report

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Heineken - Milieuverslag | 2004 | | pagina 27