Organic net profit growth of 12.6 per cent
coupled with revenue growth of 9.6 per cent
and consolidated volume growth of 11.3 per cent
are figures that are better than we envisaged at
the start of the year, and signify the continued
strength of our business and our brands.
Nothing shows this strength better than the
results we achieved for the Heineken brand
which, as with the last nearly 150 years, has
been at the heart of the business strategically
and emotionally.
In 2006, we achieved the best annual growth
figures for the Heineken premium brand for many
years with growth of 11.8 per cent. To achieve
this performance on the world's most valuable,
available and recognisable international premium
beer brand is an achievement of which our whole
organisation is proud. In particular, this growth
has been driven by the USA where the introduction
of Heineken Premium Light has made a major
contribution to overall performance.
Whilst the Heineken brand is critical to success,
growing value and volume of our local and
regional brands is equally important. Markets
such as Russia, Nigeria, Romania, Hungary,
amongst others are seeing clear benefits from
the implementation of last year's portfolio review
findings. It is therefore pleasing to note that
as with the Heineken brand - we are achieving
business and brand growth from every region
and across the majority of our brand portfolios.
As you read through this annual report, you will
see the contribution that has been made by all of
our operating companies and all of our regions to
the improved performance this year.
But, as always, we are not complacent. The clear
message to the business and all our stakeholders
is that we are proud of what we have achieved
this year and we are confident in the outlook for
the future. However, our challenge now is to make
high-level performance sustainable.
To do this, we will continue to focus on the
priorities I set 18 months ago.
It is the framework of these priorities that has
helped us to focus our management and the
resources of the organisation during the year
and it is my belief that we are only just beginning
to see the benefits that this increased alignment
and focus can deliver.
Our philosophy though is that it is not just our
performance that needs to be sustainable.
Underpinning our growth this year has been
the continued acknowledgement of our
responsibilities to balance sustainable
performance with a sustainable future.
You will see our efforts, achievements and -
importantly - our areas of underachievement
transparently set out in our separate 2006
Sustainability Report. I and my colleagues on the
Executive Board and Executive Committee will
continue to accept this as part of our challenge.
