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We purchase raw materials, equipment
and other goods and services in order
to meet the needs of our customers and
consumers. Through our Economic Impact
Assessments and Carbon Footprint studies,
we know that the impact of our total supply
chain far outweighs our direct impact.
Therefore, improvements in our value chain,
both in terms of ethics and the environment,
are having a positive effect on our cost base
and on the goals we set within our
sustainability agenda. We believe our
approach to supply chain responsibility
helps to differentiate Heineken.
What we did
We introduced our Supplier Code (see www.heineken
international.com/supplychainresponsibility.aspx for
this Code) in Austria, Greece and Poland. Our operating
companies in Western Europe (with the exception of
companies acquired in 2008 and those in Switzerland
and Ireland) have all started implementation. Dedicated
managers have been appointed and will be responsible
for performing risk analyses per market, training of local
purchasers and translating the Supplier Code into
local languages.
We also reviewed the practices from both Scottish
Newcastle and Heineken and found that both share
a similar approach. Local implementation focuses mainly
on services, maintenance and logistics as we source all
packaging materials, raw materials, investment goods and
a large part of the merchandise materials for the Heineken
brand centrally.
In Central and Eastern Europe, we began implementation
of the code in Bulgaria, Croatia, Former Yugoslav Republic
of Macedonia, Romania, Hungary, Slovakia, Czech Republic
and Russia.
In Indonesia, we commenced a pilot study although we have
not yet conducted a pilot in Africa and the Middle East given
that a fair amount of the total purchasing spend is sourced
centrally and we therefore believe the risks to be moderate.
20 IHEirïSKEN N.V. 5
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SUPPLY CHAIN
RESPONSIBILITY
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