respectively. We are ensuring that this relevant
experience is shared with operating companies
in other parts of the world.
The environmental protection system of
Heineken Nederland meets the ISO 14001 inter
national environmental standards. Meanwhile, we
are consulting with our breweries abroad on ways
for them to meet these same norms.
Waste-water treatment installations went
operational in Sampang Agung, Indonesia and
Nouméa, New Caledonia.
Alcohol and society
Irresponsible consumption, including alcohol
abuse, is a growing worldwide source of concern.
In our considered opinion the responsible
consumption of alcohol matches with a healthy
life-style. We encourage all the stakeholders
to co-operate as closely as possible in preventing
abuse via information, self-regulation and
education.
In 1997 the International Center for Alcohol
Policies (ICAP) in Washington D.C. issued its
Dublin Principles. These set out the starting
points for cooperation between the alcoholic
beverages industry, government, scientific
researchers, and the healthcare sector. The
objective of the Dublin Principles is to widen
knowledge on alcohol and to combat abuse.
As a member of the board of the ICAP
Heineken was pro-active in working towards
the Dublin Principles.
In our view programmes dedicated to
reduction of irresponsible consumption should
be based on excellent, objective scientific
research. As part of the process of opening new
markets in eastern Europe we are working closely
with local partners on projects around respon
sible consumption of alcohol. One example of this
is the Social Aspects Organisation of Hungary,
of which our Hungarian subsidiary is a joint-
founder. This organization is a national grouping
of domestic and international producers of
alcoholic beverages. Its aims are to discourage
alcohol abuse, to highlight responsible consump
tion, and to promote a responsible approach to
marketing by producers.
Personnel
In 1997 the average number of employees stood
at 32,421 compared with 31,682 the previous year.
The number of personnel was increased by the
consolidation of Kumasi Brewery in Ghana,
Brasseries du Logone in Chad, and several
European beverage wholesalers, in addition to the
start of production at the new breweries in China
and Cambodia. This contrasted with a reduction
in personnel numbers due to restructuring
programmes, the sale of an Italian brewery, and
the disposal of the wine activities in France.
At Heineken we are well aware that knowledge
is a critical success factor. This means knowledge
of production processes, of logistics, of our
customers and their preferences, of both the fast-
changing media scene, and of communication
and cultural aspects. Our management develop
ment system, and our technical training courses
are dedicated to sustain the professionalism of
our people at the highest possible level.
A recent focus has been on the knowledge of
learning processes. Moves with an eye to a better
grip on knowledge development include the
decision to start the Heineken University. Rather
than a conventional university with lecture halls
and professors this will comprise a modern
learning infrastructure with people learning to
utilize ambient knowledge existing within the
company and to add to this themselves.
Looking at management development, major
efforts are focused on the ongoing enhancement
of the professionalism of our personnel. Special
international management courses are organized
to equip management staff for the challenges of
an ever faster changing world.
Alongside crucial theoretical knowledge, our
technical and technological workshops focus
heavily on operational brewery topics.
Participants present their own practical cases and
seek solutions together with specialists from
Heineken Technical Services.
HEINEKEN N. V.
REPORT OF THE
EXECUTIVE BOARD
19 9 7
I 9
