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interviewed relevant staff and management
at corporate level responsible for the reported
information on specific issues in The Report,
including agriculture, supply chain
responsibility, responsible beer consumption
and impact on developing markets;
collected and reviewed internal and external
documentation to determine whether the
qualitative information is supported by sufficient
evidence.
During the assurance process we discussed
changes to the various drafts of The Report with
Heineken, and reviewed the final version of The
Report to ensure that it reflected our findings.
What are our conclusions?
Based on the above, the information in The Report
does not appear to be unfairly stated.
What else did we observe?
Without affecting the conclusions presented
above, we would like to draw readers' attention
to the following:
including a common timeframe for targets in all
focus areas. In addition we recommend Heineken
to describe in the next sustainability report the
results of this decision making process in terms
of the priorities set in relation to Heineken's core
business strategy.
KPMG SUSTAINABILITY B.V.
Drs. W.J. Bartels RA, Director
Amsterdam, 31 March 2008
In The Report Heineken explains how its
stakeholder dialogue has contributed to
sharpening the selection of material issues for the
report and adjusting the contents of The Report.
We recommend Heineken to further structure
its dialogue with external stakeholders, by
determining which stakeholders are relevant
in relation to Heineken's focus areas and use
the results of a structured dialogue with these
stakeholders as an input to the preparation of
a corporate sustainability management agenda,
Heineken N.V. Sustainability Report 2007
