Report of the Executive Board Chief Executive's Statement Transforming our platforms for future growth Alongside meeting the challenges of our mature markets we continued to invest in the emerging world. In January 2010, we acquired the beer division of Fomento Económico Mexicano, S.A.B. de C.V. (FEMSA) in Mexico and Brazil. Following this acquisition, we rapidly and successfully integrated these businesses and welcomed FEMSA as a key shareholder in the Fleineken Company. Together with our joint venture partnership in India's leading brewer, United Breweries, and the strong growth of our Africa and Middle East region (9.1 per cent) and our Asia Pacific region (6.2 per cent), 2010 marked a step change in our exposure to the emerging beer markets. At the end of 2010, 68 per cent of our Group beer volume and 57 per cent of our EBIT beia was delivered from emerging markets. At the end of 2009, these figures stood at 55 per cent and 49 per cent respectively. It demonstrates that our strategy to rebalance the business and enlarge our platforms for future growth is successful. Meeting the challenge of Europe We have recognised the challenge to grow both volume and value share in Europe. A clear action plan has been put in place to enable us to achieve this. It involves utilising compelling consumer insights for innovation; increased investment behind our existing and our new higher-margin brands such as Desperados®, Strongbow® and Dos Equis®; continuing to invest in premiumisation of the category and ensuring we have the right capabilities to win in both the off- and the on-trade channels. In parallel, we will place more emphasis as both a company and an industry on communicating the positive aspects of beer in order to maintain its reputation as a responsible category and an enjoyable part of everyday adult life. At the same time, we will maintain our financial discipline, drive efficiencies and reduce the cost of doing business throughout our organisation. Changing the way we work During the year, we undertook a significant review of our business model. The growth in scale of our Company in the last five years has been tremendous: +74 per cent in volume; +59 per cent in revenue; +64 per cent in employees; +55 per cent in number of brands. As a result of this review, we made changes to the governance and established a new set of operating principles between Global functions, Regions and Operating Companies to better leverage our increased size and geographical scope. Following this, in September, we announced an important strategic move to create a new Global Business Services organisation. This cross- functional organisation, with direct representation on our Executive Committee, will drive better coordination and integration of various shared services initiatives across the Company. Taken together, the successful implementation of these decisions will strengthen the unity of the organisation and provide a more single-minded focus to our efforts. Creating a different type of sustainable value Fleineken has always delivered actions that have demonstrated our desire and intention to be more than simply a business driven by profit. In April, we increased our commitment to building a sustainable business by launching 'Brewing a Better Future'. This ten-year approach to Sustainable Development is based on three strategic imperatives: Continually improve the environmental performance of our business Empower our people and the communities in which we operate Positively impact the role of beer in society.

Jaarverslagen en Personeelsbladen Heineken

Jaarverslagen | 2010 | | pagina 11