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Ultimately, however, it is not about processes and
systems. It is about whether we do or do
not implement decisions more quickly. For me,
there is no better example of this than our
experience in South Africa, where from a virtual
standing start in March of 2007, we had Amstel
back on the market and in the hands of our
consumers by September. Within six months, we
had brewing, packaging, shipping, marketing, sales
and distribution up and running and delivering for
our consumers and trade partners - a great
achievement.
Focus on selective opportunities
Although the focus during 2007 was of course
on our planned acquisition of parts of Scottish
Newcastle, we were also active on other fronts.
Total investment in acquisitions amounted to
€245 million net of cash acquired, with much of this
focused on markets in Central and Eastern Europe.
In Vietnam, thanks to our acquisition in 2007,
we are now the number two brewer with Heineken
brand volumes of more than one million
hectolitres. In the Czech Republic, we acquired
the Krusovice Brewery, a strategic addition that
considerably narrows the gap between the number
two brewer and Heineken.
In December 2007 we acquired the Rodic Brewery
in Novi Sad in Serbia and announced the acquisition
of Syabar Brewing Company in Belarus. In January
2008 we acquired Tango Brewery in Algeria, and
announced a cooperation with Efes Breweries in
Uzbekistan, Serbia and Kazakhstan.
All these transactions take us forward in our
strategy to become the number one or two player
in key, identified markets where we see
opportunities to grow the Heineken brand.
Thanks to our performance-driven approach and
our strategic focus, at the beginning of 2008,
I believe that we emerged stronger, more efficient,
and more competitive than we were a year ago.
Looking ahead, we will continue to invest the
energy of our people and resources of our
business into ensuring that environmental and
social sustainability remain high on our agenda.
We will strengthen our existing commitment to
responsible consumption activities in partnership
with our employees, the industry and third parties
in order to play an active role in addressing
alcohol misuse. In addition, we will maintain our
focus on meeting the environmental and safety
targets that we have set ourselves. Our 2007
Sustainability Report will once again transparently
set out what we have done and what we have
achieved in this regard.
In 2008 and beyond, we remain resolute in
our desire and determination to deliver value
for all our shareholders through the sustainable
growth of our business and our position in the
global beer market.
Jean-Frangois van Boxmeer
Chairman of the Executive Board/CEO
Amsterdam, 19 February 2008
Heineken N.V. Annual Report 2007
