Accelerate speed
of implementation
t:\
12
Temptation Has a Taste
Report of the Executive Board
Chief Executive's Statement
continued
In 2006, we continued to put into practice our
belief that flatter and less complex management
structures are essential to increase the speed
at which decisions are taken and implemented
across the business. That was the clear thinking
behind the creation of the Executive Committee
and a smaller Executive Board.
It was this desire to continually streamline
our management structures that led us not
to replace the role of Chief Operating Officer
on the Executive Board and for each of the
Regional Presidents to report directly to me.
In addition, the same philosophy drove
management changes in markets such as
France, the USA, the Netherlands, Latin America,
Caribbean, Central and Eastern Europe and within
our Head Office. But it is our culture as well as
our structure that is changing.
I see big initiatives within our business that clearly
signal that we are beginning to understand the
need to move quicker: taking Heineken Premium
Light from an agreed concept to launch in just
three months; our decision to accelerate the roll
out of DraughtKeg early in its life cycle and then
to invest further in production; the accelerated
integration of our Russian business; our decision
to centralise the IT function; these and many
more examples like it convince me that the sense
of urgency is more than just talk.
As always, there is more we need to do and in
2007 we will continue to deliver that message via
the Executive Committee and the management
teams throughout the organisation.
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Amstel Heineken Consolidated
volume volume beer volume
12.2 million 25.8 million 111.9 million
hectolitres hectolitres hectolitres
Heineken N.V.
Annual Report 2006