Growth
At home
alcohol will increase in the years ahead. If Heineken does not
take the initiative, together with other beer producers, to achieve
self-regulation, then society will impose rules and regulations.
In my view that is not necessary, but a chain is only as strong as
its weakest link. One single brewery acting irresponsibly may
lead to the imposition of regulations. Nevertheless, that must not
prevent us from taking initiatives to propagate a policy of
responsible consumption."
A third aspect that is receiving more and more attention is the
presence of companies in countries that have a complex political
structure. "That is a difficult issue," says Mr Ruys. "Heineken is
not a political organisation. But we do take our responsibilities as
an employer very seriously. If you were to exit a certain country
as an employer, you would be leaving your employees in the lurch
and would simply cause them more problems. For instance,
Heineken has been active in Africa for over eighty years. Aids is a
threat to millions of people there. Heineken Medical Services is
taking numerous initiatives to prevent Aids and to offer treatment
to HIV patients and their families. It is a troublesome problem
that requires an extremely careful approach. Both the World Bank
and the World Health Organisation have shown their admiration
for the efforts we are making there."
As Mr Ruys sees it, standing still is the same as going backwards:
"Without growth there is no innovative strength, no vitality and
no sustainability. In the years ahead Heineken will grow autono
mously by expanding the positions we hold in the world.
Autonomous growth is created by improving the margins and by
investing in management development. The expansion of our
market positions will mainly take place outside of Europe.
Heineken has an extremely healthy position in Europe, but the
market here is showing hardly any more growth. Our interest is
focused on regions such as South East Asia, Latin America and
Africa, which offer promising possibilities for further development.
The strength of the Heineken brand is that we have built a vital
level of awareness almost everywhere, which gives us a lead over
many of our competitors. And we also pursue a well-considered
acquisitions policy; we never pay more than a business is worth."
The enthusiasm and passion that Mr Ruys conveys have an
inspirational spark. Unfortunately, the interview with him takes
place in the morning, and so refreshments during the talk with
the new Chairman of the Executive Board consist of cups of
coffee. But that does not prevent him from contemplating certain
times of the day that offer other possibilities: "I spend a lot of
time travelling. Over the past few weeks I have visited many
different countries. But, whatever continent I'm in, when I go
along with a few colleagues to an outdoor café after a hard day's
work to drink a thirst-quenching glass of Heineken, I always feel
like I'm at home."
