Defining the project Towards the end of 2008 and at the beginning of 2009, we consulted a great many of our stakeholders. We asked them to tell us how they view our current sustainability activities and how they believe key issues will evolve over time and what our objectives should be. We also asked them if the seven focus areas we currently address cover all of our material impacts. In the same period, we produced a comprehensive benchmark, comparing our own agenda, performance and activities with those of our peers in the beverages sector as well as a select group of leading international food companies. From our stakeholder consultation and the benchmark study, we defined six areas where we have a material impact relevant for what we called the Vision 2020 project. These areas were: Energy and Water: the energy and water we use in our own installations Route to Market Responsibility: our carbon footprint upstream and downstream Agriculture: mainstreaming sustainability for our raw materials Employer Responsibility and Employee Rights: covering safety, integrity and employee rights Responsible Consumption: how to get our efforts in the promotion of responsible consumption to a higher level Our impact on Developing Markets: covering Corporate Social Investment, economic impact, local sourcing and healthcare to employees and their dependents We view our Supplier Code as a critical enabler for the new agenda and it will remain an important pillar of our approach to sustainability. Project organisation Overseeing the project was an Executive level Steering Committee consisting of: Group Corporate Relations Director (project principal and business sponsor) Regional President of Africa and Middle East Group Supply Chain Director Group Commerce Director Group Human Resources Director The role of this group was to challenge findings and outcomes, resolve dilemmas, make decisions on issues to ensure a level of commitment and ownership through both line and function and appoint a Project Team to oversee and drive the process. The Project Team comprised senior functional managers and a dedicated project manager to safeguard overall progress and consistency of the outcome. The Project Team supervised the work of six working groups that contained experts from the Group departments, Regions and Operating Companies. Working group phase Each working group was tasked with developing a scope for the workstream, a long-term direction and targets. This work needed to be supported by a concrete and comprehensive action plan for the period 2010-2012, with key milestones to be achieved in 2015, 2018 and 2020. Working group leaders presented interim conclusions at set intervals to the Project Team, which then prepared the discussions for the Steering Committee. At the end of September, the working group phase was concluded. Internal consultation and sign-off To better understand the relevance of and impact on our operations, the Project Team commissioned a broad consultation on the findings of the working groups. In this context, all Regional Management teams, the management teams of eleven of our major Operating Companies and all functional management teams were consulted. The entire plan and desired governance were presented to and approved by our Executive Committee in its meeting in December 2009. Finally, the approved plans were presented to and discussed by our Supervisory Board in February 2010. 39 Heineken N.V. - Sustainability Report 2009

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Heineken - Milieuverslag | 2009 | | pagina 41