Star and Gulder JUNE 2 O O 1 we get the best suppliers and by upgrading the breweries to a world class technological level. Secondly, we emphasise a high performance, learning organisation. If we want to achieve our objectives, we need the right people. We can draw on support from Heineken for that. Thirdly, we need to dramatically raise value creation and productivity. We used to have an output of 500 hi per FTE. That has already been increased to 2,000, but the best brewery in the world has an output of 15,000 hi per FTE. We must be world class in this respect, too. In a globalising world only a world class company can survive. It's simple: we have no choice! Another key issue is the focus on product-market investments to stay ahead of the competition. In the lager segment, therefore, we want to have a really dominant position as well as a broad leadership in the premium segment. We also want a respectable share of the highly lucrative stout segment." A clear-cut strategy and key issues only become fine instruments when they are implemented. There is no shortage of dynamism and energy in the management team of Nigerian Breweries. As is evidenced by a number of large-scale changes that have been initiated over the past year on the basis of the key issues. Mr Odimegwu: "We brought new people into marketing, we decen tralised the customer service division and placed responsibilities lower in the organisation in all divisions of the company: technical, human resources, financial and general management. We looked at the entire company. It is our task as management to make sure that we have the right people in the right place at the right time." A major element in the key issues of Fleineken's new Operating LU Company Nigerian Breweries is the market approach. In the space o of eighteen months, a lot has already been done to reposition the a.

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World of Heineken | 2001 | | pagina 17