W|§ 1 1 IHI L v 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 ■jkabMiMJ ■i mil SUPPLY CHAIN RESPONSIBILITY ^INABILITY REPOR1

Jaarverslagen en Personeelsbladen Heineken

Heineken - Milieuverslag | 2008 | | pagina 22