"Brewing a Better Future" - A Statement of Intent
Our new approach is built on the foundations provided by
our three core values - Passion for Quality, The responsible
Enjoyment of our brands and a Respect for people, the
environment and the society in which we live and work.
As the world's most international brewer, and with more than
230 beer brands in our global portfolio, "Brewing a Better
Future" reflects our intent, our values, our heritage and the
plans we have now put in place for the businesses
consolidated in 2009.
A Green, Responsible Ambition
Green is Heineken's colour and green is synonymous with
sustainability. To us, being green is an overarching, all
inclusive concept, not simply another word for environmental
credentials. It means sustainability across all aspects of our
business - not just the environment. Being green is about
making a commitment to people, communities and society.
And it means working with others throughout the value chain
to make a difference. Whilst we fully recognise that
sustainability is a never-ending journey, we have defined a
long-term ambition "to be the world's greenest brewer"
meaning when taken as a whole across the spectrum of our
sustainability commitments.
To ensure a solid reference point for our actions and
achievements, we will measure our progress on this journey
through the SAM Dow Jones Sustainability Index.
We have worked hard to define our material impact on
society and our key externalities. In order to effectively
address these, we have set out three strategic imperatives
around which we have built our programmes:
1. Continuously IMPROVE the environmental
impact of our brands and business
2. EMPOWER our people and the communities
in which we operate
3. Positively IMPACT the role of beer in society
Core Initiatives
In considering our future, we have created 23 programmes
that - over the coming 10 years - will bring our words
"Brewing a Better Future" to life. In order to focus our efforts,
we have grouped the 23 programmes into six core initiatives:
Green Brewer
Green Commerce
Engaging Employees
Heineken Cares
Responsible Consumption
Partnerships for Progress
This grouping of activities will be the basis of our
sustainability reporting in the years to come. Please see
Appendix 1 (pages 38-41) for further information.
Enabling our journey
To make our journey real, we have taken some significant
decisions that will enable us to fully integrate our plans
within the business. These enablers will be fundamental to
delivering our vision and meeting our long-term ambition.
The enablers we have defined are senior management
incentives, reporting transparency, robust governance,
renewed supplier code and more consistent communication
and stakeholder engagement.
MMMlou r people and the communities
in which we operate:
the role of beer
Three Strategic Imperatives
Continuously the environmental
impact of our brands and business:
Positively
in society:
By 2015 ioo% of markets to have a
partnership with a third party to help play
our part in reducing alcohol related harm
By 2015, include a culturally appropriate
responsibility message on all brands
Continue ioo% adherence to rules on
Responsible Commercial Communication
Continue ioo% adherence to rules on
alcohol at work
Partner with industry to address issues
of drinking and driving, self-regulation
and non-commercial alcohol
i Partner with industry to ensure
effective self-regulation
By 2020, reduce specific direct and indirect
C02 emissions from fossil fuels in our
breweries to 6.4 kg C02/hl
By 2020, reduce specific water consumption
in our breweries to 3.7 hl/hl
Starting 2010,100% of all replacement
fridges based on green technology
By 2020 aim for water neutrality of
breweries in water-stressed areas
Continually reduce and track the C02 footprint
of our brands throughout the value chain
By 2020, develop the concept of C02 neutral
brewery and implement in at least three sites
In 2010, double, to EUR 20 million,
the funding for the Heineken Africa
Foundation, enabling EUR 1 million
investment per year thereafter
Provide access to free, basic healthcare
for 100% of employees and dependents
By 2020 achieve 60% local sourcing
of raw materials in Africa
Aim for accident and incident-free
work environment
Implement and audit a new employee
rights policy
By 2020 map the economic impact
of our business on developing markets
■5 We have defined 5 key enablers that
I will be fundamental to meeting our
long-term ambition:
Enabling the Journey
In 2010, introduce incentives for all senior management on sustainability targets
From 2010, every market to have a three year sustainability plan
By 2015100% of markets to produce local sustainability reports (20 in 2010)
Renewed Supplier Code based on new approach
Executive level Governance model
Heineken N.V. - Sustainability Report 2009
