SUSTAINABILITY REPORT - Heineken International

Our year in reviewSUSTAINABILITY REPORT2009

OverviewAbout this reportThis report marks the start of a new era.Over the past few years, we have concentratedour activities and reporting on seven focusareas. The work we have done to develop ournew agenda coupled with feedback from ourstakeholders has led us to rethink our approachto performance and reporting in the future.AccountabilityOne thing though will remain unchanged: our printed (andonline) Heineken N.V. Sustainability Report continues to bea key element of our public accountability (along with ourHeineken N.V. Annual Report, company website and theSustainability Data Sheet that is available online). We followthe Global Reporting Initiative (GRI) Guidelines and ourSustainability Data Sheet indicates where relevantinformation can be found.Aligning our reportsIn this year’s report, we have restated our performance datafrom 2008 in the sections Energy, Water and Safety in orderto bring the reporting in line with our consolidated AnnualReport. We no longer include performance data oncompanies where we only hold a minority interest (seeAppendix 2). As a result of the change to consolidatedreporting, we compare our 2009 results with our restated2008 results in order to enable a realistic and validperformance comparison to be made. This adjustedscope is applied throughout this report, unless specificallystated otherwise.Our new targets and commitmentsYou can read about our new sustainability framework andprogrammes in the chapter A New Approach for a NewDecade (page 36 and 37) and about our concrete targetsand shorter-term actions in Appendix 1: Brewing a BetterFuture.Best practice, assurance and transparencyOne of our core beliefs is that data presented and statementsmade by companies in relation to their sustainabilityactivities should be independently and professionallyassured. So, as always, we have asked our external assuranceprovider, KPMG Sustainability, to provide assurance on theentire report. You will find a summary of their activitiesand their conclusion in Appendix 4. During the year, we alsoheld two formal management review meetings with KPMGSustainability. In addition to the work performed by KPMGSustainability, our internal auditors have been more involvedwith the verification of local performance data than everbefore. This has improved the robustness of the data in linewith our ultimate goal of increasing the level of assurancefrom limited to reasonable. We believe that this approachshould be the required standard asked for by stakeholdersand provided by companies.We realise that our impact occurs at a market level. This yeartherefore in order to facilitate greater transparency andbetter stakeholder engagement locally, additional to thisHeineken N.V. Sustainability Report, 20 of our main marketswill publish their own sustainability reports. We will makethe local reports available on our Company website.In the sections focused on performance against our sevenfocus areas, we show our promises from last year’s Reportin the section What we said we would do and what wedelivered. In this way, we aim to make it easier for readersto keep track of our activities by each area.“I feel passionately that our strategy forthe next decade represents an opportunityfor Heineken to do good business andto do good at the same time.”Sean O’NeillGroup Corporate Relations Director2 Sustainability Report 2009 – Heineken N.V.

Overview10 years at a glance20002001200220032004– Heineken publishes itsfirst environmental reportwith external assurance.The report covers onlyEuropean operations anddata on average waterand electricityconsumption and thermalenergy use. It announcesit will publish its nextreport in 2002– HIV/Aids policy adopted– Cool@Work programmeis introduced– Heineken expands itsoperations in China,Nigeria, Sweden, Belgium,Slovakia and Spain.– HAART treatment madeavailable to all employeesand their directdependants– Update of environmentalreport is published– Heineken announcescommitment to wastewater treatment in all itsAfrican breweries.– Alfred Heineken, whospearheaded theCompany’stransformation into arenowned global brand,passes away at the ageof 78– The Heineken Values &Principles are published– Heineken initiates theSkylark project aimed atimproving theenvironmentalsustainability of barleyfarming– Heineken publishes itssecond report. The scopecovers environmentalsubjects on a global leveland health and safety forthe European operations.– Brau-Beteiligungs A.G.(BBAG) acquired inAustria, the largestacquisition in the historyof Heineken. Itsignificantly extends theCompany’s lead in Europeand Heineken becomesmarket leader in Austria,Romania, and Hungaryand consolidates leadingpositions and brandportfolios in Poland andthe Czech Republic– Heineken commits to anenergy reduction targetof 15 per cent efficiencyimprovement by 2010compared with 2002– Heineken updates its1997 Alcohol Policy.– The third report ispublished; now a fullSustainability Reportcovering the period2002-2003. Heinekenannounces it will issue anew report every twoyears with a shortperformance update inthe intermediate years– Heineken strengthens itsposition in Russia andChina through acquisitions– Adoption of Heineken’sCode of Business Conductand WhistleblowingProcedure– Introduction of the SellingBeer Safely programmeaimed at beer promotersin Cambodia– Energy saving is includedwithin Heineken’s TotalProductive ManagementProgramme, aimed atincreasing efficiency inall aspects of production– The Enjoy HeinekenResponsibly programmeis announced.62.6Consolidated beer volumes(mhl)67.9Consolidated beer volumes(mhl)73.9Consolidated beer volumes(mhl)84.5 96.7Consolidated beer volumes(mhl)Consolidated beer volumes(mhl)RankingSAM DJSITop 5 in beverages Not listed Top 5 in beverages4Sustainability Report 2009 – Heineken N.V.

20052006200720082009– Heineken acquires anumber of breweries inGermany and Russia– Heineken Premium Lightbeer debuts in the USA– Heineken introducesan online e-learningtool on the Rules forResponsible CommercialCommunication foremployees in thecommercial discipline– Heineken SupplierCode adopted– Heineken joins the UNGlobal Compact, theUN-led initiative, whichinvolves the privatesector in solving globalissues in the areas ofintegrity, human rightsand environmental care.– Heineken publishessecond full SustainabilityReport and announces itwill report on an annualbasis in the future– Seven focus areas forsustainability areintroduced– Heineken develops amethodology to measureits economic impact– Heineken is one of thefounders of the BeerSellers in Cambodia(BSIC), an organisationaimed at improving theworking conditions ofbeer promoters.– Heineken becomes afounding member of theEU Forum on Alcoholand Health– A booklet with thelearnings from the Skylarkproject (sustainablefarming) is published– Heineken begins todevelop a methodologyto measure the totalcarbon footprint of itsactivities– Heineken enters into along-term sponsorshipagreement with theHermitage Museumin Amsterdam.– Heineken acquiresoperations from Scottish& Newcastle (WesternEurope) as well as itsminority participation inUBL, India’s largestbrewer– The companies that werepart of Heineken in 2002hit the 15 per cent energyefficiency target for 2010– Compared to 2002,thermal energyconsumption is reducedby 17.9 per cent perhectolitre, electricity useby 11 per cent and waterconsumption is downby 9.6 per cent– The new brewery inSeville, one of the mostenergy and waterefficient breweriesin the Heineken Group,is opened– The Know the Signscampaign, to promoteresponsible drinking,is launched.– Heineken signs up to theUN CEO Water Mandate– Heineken develops acomprehensivesustainability strategywith objectives for 2020– Heineken launches theHeineken AfricaFoundation– Heineken signs up tothe Global Action onHarmful Drinking– The Companyframework for integrityis re-enforced throughthe re-launch of theHeineken Code ofBusiness Conduct andthe WhistleblowingProcedure.100.5 111.9 105.4 125.8 125.2Consolidated beer volumes(mhl)Consolidated beer volumes(mhl)Consolidated beer volumes(mhl)Consolidated beer volumes(mhl)Consolidated beer volumes(mhl)No. 1 in beveragesNo. 2 in beveragesNo. 1 in beverages No. 1 in beverages No. 2 in beveragesNo. 1 in beerHeineken N.V. – Sustainability Report 20095

Overview2009: what we said we would doand what we deliveredWhat we saidWhat we have doneStakeholder dialogue• Have a better structured dialogue• Engaged with a broad group of stakeholders andgave open feedback on the conclusions in the reportEnergy• Extend to improve energy savings• Redefine our scope and approach• Review our actions on carbon footprint• We are close to hitting our 15 per cent energyefficiency target in 2010• We will extend our activities to non-productionin the context of our new approach• We have developed an approach towards reductionof our carbon footprintWater• Redefine our scope and approach• Sign and support the UN CEO Water Mandate• Continue realising water savings to4.5 hl water/hl beer• We have developed a new approach to waterfor the next decade• In March 2009, we signed up to the UN CEOWater Mandate• We are presently on 4.8 hl water/hl beer henceapproaching our longer term targetSafety• More attention to safety of contractors• Extend scope outside production area• Improve communication on road & vehiclesafety at sites• We have launched a programme aimed at contractorsafety and the number of accidents involvingcontractors has gone down• In the context of our new approach for a newdecade, we will include non-production staff in oursafety activities• More attention was paid to road and vehicle safetyin the Africa and Middle East Region however morestill needs to be done6 Sustainability Report 2009 – Heineken N.V.

What we saidWhat we have doneAgriculture• Measuring performance of most importantmalt suppliers• Share learnings of the Skylark project and creategovernance model• Extend GMO audits to local suppliers maize and rice• We set up a measuring tool to be implementedin 2010• We published a technical handbook on Skylarkfor farmers• We extended the GMO audits to local suppliersof maize and rice and increased the numberof quality auditsSupply chain responsibility• Set long-term targets for the year 2020• Start roll-out of supplier code in Asia, Americas andAfrica and the Middle East• Finalise supplier code pilots in Indonesia and Nigeria• In the context of our new approach, we defined along-term strategy for supply chain responsibility• We started roll-out of the supplier code in Asia,Americas and Africa and the Middle East, to befinalised towards the end of 2010• We divested the business in Indonesia. Wepostponed the supplier code pilot in Nigeriato early 2010Responsible consumption• ‘Responsibility’ part of the brand architectureof top 10 brands• Ensure compliance to the Rules on ResponsibleCommercial Communication and Cool@Workprogramme internally• Maintain market-based partnerships• All our major brands have some form ofresponsibility messaging as integral partof the commercial communication• In order to promote compliance, we successfullyconducted an online training on our Rules onResponsible Commercial Communication(response rate: 90 per cent) and implementedCool@Work in our new Operating Companies• We increased the level of market basedpartnerships to 33Our impact on society• Launch new community investment approachfor Africa• Base measurement for employee rights• Roll-out of training on Code of Business Conductand Whistleblowing Procedure• Conduct four Economic Impact Assessments (EIAs)• We launched the Heineken Africa Foundation• We finalised internal discussions on the draftemployee rights policy and prepared a basemeasurement to be conducted early 2010• We prepared the online training modules for theCode of Business Conduct and WhistleblowingProcedure to be implemented in the first halfof 2010• We conducted one EIA in Nigeria and one coveringall our markets in the European UnionHeineken N.V. – Sustainability Report 20097

PerformanceEnergyWe use energy for heating and for power,throughout the brewing and packagingprocess therefore the availability andaffordability of fuel is crucial for our businessas is the availability of electricity in thebottling and fermentation process.A “Win-Win” OpportunityThe use of fossil-based fuels is a significant cause of globalwarming and source of cost for our business. Therefore thereis a significant mutual interest for us and society to reduceour energy consumption – particularly that of oil and gas.What we said we would do and what we deliveredWe committed to examining ways to extend energy savings,in the period 2009 – 2011, beyond the promise in our Awareof Energy programme.In 2002, we set a target of a 15 per cent energy efficiencyimprovement by 2010. At the end of 2009, we had alreadyachieved 14.3 per cent. This means we are well on track tomeet our commitment. We have done so both for theoperations that were in our control in 2002, as well as forthose businesses that we have acquired and consolidatedduring the period.As a result of the change to consolidated reporting (seepage 2), we have restated our 2008 Energy results in orderto enable a valid performance comparison to be made.8 Sustainability Report 2009 – Heineken N.V.

Specific thermal energy consumptionMJ/hl beer + soft drink + cider20122009Restated2008Reported200820077789 91939698AustriaGöss Brewery tobecome CO 2 neutral•• TargetActualThe performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008and therefore exclude acquisitions made in 2009.Thermal energyIn 2009 our total specific thermal energy consumption – theamount of heat needed to produce one hectolitre of beer, softdrinks or cider – was 89 MegaJoules per hectolitre (MJ/hl).Compared with the restated 2008 figure of 93 MJ/hl, this isan improvement and ahead of our target of 91 MJ/hl for 2009.To a large extent, the savings in specific thermal energyconsumption have been driven by the implementation ofsuccessful energy-saving measures, such as the re-use ofcondensate from steam plants at our production site inEkaterinburg (Russia) and the minimalisation of steamlosses in Tadcaster (United Kingdom), Vialonga (Portugal),Bujumbura (Burundi) and Tangerang (Indonesia). The sitesin Madrid (Spain) and Patras (Greece) saved a significantamount of fossil fuel through extensive optimisation of theirsteam boilers.Harald RaidlMaster BrewerThe Göss Brewery in Austria has set itself an ambitious goal: tobecome the first ‘green’ brewery in Europe. In 2008, the plantlaunched a project which would change the heat supply in sucha way that no CO 2 emissions are released during the brewingprocess. The aim is to make the brewery CO 2 neutral by theend of 2010.The technology involved in the project creates closed-cyclesof energy at the brewery, using a variety of ‘green’energy sources.“The Göss Brewery already uses innovative energy concepts,such as biogas from brewing grains and waste water from ourtreatment plant,” explains Harald Raidl, Master Brewer. “With thisproject, we’re taking our commitment to the environment a stepfurther by increasing our use of these energy concepts as wellas introducing the use of new ‘green’ energy sources.These sources include solar energy and ‘green’ fuel for thesolid matter furnace, including wood, waste labels and driedfermentation residue. In addition, the project will involveoptimising the brewery’s energy flows and reducing its overallenergy consumption.This pioneering project is now being looked at by scientists,who are keen to find ways to implement the innovative energyconcepts in other Austrian breweries. A set of ‘green’ guidelinesfor Heineken’s other breweries is also being produced.“The Göss Brewery is situated in a beautiful environment, so itis very clear to us that we have a responsibility to protect thenatural world,” adds Harald. “We’re hoping our pioneering ‘green’brewery becomes best practice wherever feasible.”Heineken N.V. – Sustainability Report 2009 9

PerformanceEnergyNigeriaReducing Nigeria’s carbon impacts“The new model will introduce a number of changes, one ofwhich will reduce the number of journeys made by deliveringdirectly to customers whenever possible. This means fewerkilometres will be driven, thus incurring lower costs and reducingcarbon emissions.”In addition, by changing to centralised planning NigerianBreweries will have greater control over product distribution,which should minimise the potential for error.Ad BelderSupply Chain ManagerA new centralised distribution model, designed by HeinekenSupply Chain, will allow Nigeria Breweries Ltd to reduce itscarbon footprint by providing greater efficiency to the productdelivery system.During 2009, data collected from the previous year was analysedand used to devise a new system that will centrally coordinatethe deliveries of the company’s five breweries, taking intoaccount the specific needs and differences of each site.“The fact that all five breweries have fully backed the newdistribution model means its implementation will be a success,”explains Ad. “Over the next few years, Nigerian Breweries willdevelop an operational strategy, based on the new model, torealise an improved carbon footprint. This will have a majorimpact on the organisation but it is one that will be very positiveand ensure future sustainability and efficiency in the country.”The project is part of a global initiative by Heineken thathas also been successfully employed in breweries in Spain,Greece and Italy.“Our overall aim was to create a more efficient andenvironmentally-friendly distribution system for NigerianBreweries,” says Ad Belder, Supply Chain Manager at Heineken.10 Sustainability Report 2009 – Heineken N.V.

Natural gas is the most used fuel, accounting for57 per cent of all heat generated. Fuel oil and dieselaccount for approximately 30 per cent. Nearly 4 per centof total energy is derived from renewable fuels (biomassand biogas). Coal is not used.Types of fuels usedCalculation of MJ per type of fuelElectricityIn 2009 our specific electricity consumption – the amountof electricity needed to produce one hectolitre of beer,soft drinks or cider – was 9.0 kWh per hectolitre (kWh/hl).Compared with a restated 2008 figure of 9.0 kWh/hl, ourperformance remained stable. It is slightly behind ourstated target of 8.8 kWh/hl for 2009.Unfortunately, lower volumes caused by the globaleconomic downturn had a negative impact on our energysavings efforts which rely heavily on scale to delivergreater efficiency. Our breweries in Tadcaster (UK) andIrkutsk (Russia) saved a significant amount of electricityby installing a more energy-efficient refrigeration plant.The actions of Total Productive Management (TPM) teamsin Valencia (Spain) and Madrid (Spain) contributed to areduction in electricity consumption. The optimalisation ofthe cooling plant in Ekaterinburg (Russia) also contributedpositively. On the other hand, our breweries in Rechitsa(Belarus), St. Petersburg (Russia) and Lahti (Finland) sawan increase of their specific electricity consumption.Total energyOur Aware of Energy programme aims to save 15 per centenergy per hectolitre (i.e. thermal energy and electricity)between 2002 and 2010. With another year to go, theprogramme is well on track. To date we have achievedan energy reduction of 14.3 per cent.LPG, natural gas, propane 66%Diesel oil, fuel oil, gas oil, kerosene 30%Biomass 3%Biogas 1%• Coal, other 0%Specific electricity consumptionkWh/hl beer + soft drink + cider20122009Restated2008Reported20087.98.89.020079.3• TargetActualThe performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008and therefore exclude acquisitions made in 2009.9.09.2The Heineken Group as a whole (i.e. those companies inscope in 2002 and those acquired and consolidated since)has realised 95 per cent of the promised improvements.The 2002 group is already well below the target of170 MJ/hl in 2010.Heineken N.V. – Sustainability Report 2009 11

PerformanceEnergyTotal specific energy consumptionMJ/hl beer + soft drink + cider200190100%Greenhouse gasesIn 2009 our total specific carbon dioxide emission (theamount of direct and indirect CO 2 emissions produced perhectolitre of beer, soft drinks or cider produced) was 9.4 kgCO 2 per hectolitre. Compared with a restated 2008 figure of9.9 kg CO 2 /hl, this is an improvement and ahead of our statedtarget of 9.6 kg CO 2 /hl for 2009.1801701602012Restated2002 2003 2004 2005 2006 2007 2008 2009 2010• Actual Heineken Group• Actual Heineken Group 2002Direct and indirect CO 2emissionkg CO 2/hl beer + soft drink + cider2009Restated2008Reported20088.39.49.69.910.4200710.5•• TargetActualThe performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008and therefore exclude acquisitions made in 2009.85.7%85%Overall, as a result of divested production units and lowervolumes, our total absolute carbon dioxide emissionsdecreased from 904 ktonnes in 2008 to 848 ktonnes in 2009(including our malting plants and new acquisitions).Environmental complianceFrom this year onwards, we report the total number ofenvironmental and safety accidents with off-site effects.An environmental and safety accident is defined as anuncontrolled event with the potential to harm life, propertyor the ecosystem and which can cause nuisance to a thirdparty. In total, 64 accidents were reported. In most cases, thequality of the effluent exceeded the legal limits or activitieson the brewery premises caused noise-related nuisances.Nine production units had to pay fines as a result of one ormore environmental accidents. The total amount of fines paidin 2009 was EUR 357,000 versus EUR 643,000 in 2008.The number of environmental and safety complaints relatedto environmental or industrial safety accidents with off-siteeffects increased from 65 in 2008 to 75 in 2009. This is mainlythe result of new, stricter reporting instructions and a changeof our definitions. As the procedure for reporting safetycomplaints was reintroduced in the course of 2009, theaccuracy of this figure cannot be guaranteed.1Sustainability Report 2009 – Heineken N.V.

RussiaSimple SavingEnvironmental and safety complaintsnumber2009Restated2008Reported2008200720062737• GroupNew reporters 200955386474101Anna MeleshinaCommunications DirectorIn 2009, employees at the Heineken Brewery in St Petersburgwere encouraged to be energy efficient in the office as partof a new campaign known as ‘Simple Saving’.The campaign was launched on World Environment Day –5 June – and prompted staff to consider the environmentaland economic benefits of saving electricity and water.Redefine the scope of and approach to our energyand climate programme for 2010 – 2020Energy is one of the main areas within our new approachto sustainability outlined in Appendix 1: Brewing aBetter Future (pages 38-41).Review actions on carbon footprintIn the context of our new approach, we have defined actionsleading to a further and continuous reduction of our carbonfootprint as one of the new focus areas. You can read moreabout this in the chapter A New Approach for a New Decadeon page 36.“Simple Saving involves straightforward measures to raiseawareness of the importance of energy efficiency,” explainsAnna Meleshina, Communications Director at Heineken Russia.“Posters reminding people to switch off lights, computers andelectrical appliances were displayed in strategic places aroundthe office and stickers were attached to bathroom mirrors toremind people to turn the taps off completely.”To strengthen the message, statistics were emailed to eachcolleague demonstrating the hourly electrical cost of keepingappliances on for longer than necessary and the water that iswasted by leaving a tap running.The campaign targeted employees and also visitors to theSt Petersburg brewery – around 600 people in total. HeinekenRussia has run various energy saving initiatives since enteringthe Russian beer market in 2002, but Simple Saving was the firstinternal engagement project to focus on energy efficiency.“As a result of this campaign, employees have been discussing arange of ways how to cut electrical and water waste,” commentsAnna. “They’ve shown a real desire to embrace energy savinginitiatives.”The project has been so successful that in 2010 Heineken Russiaintends to expand the Simple Saving campaign to all otherbreweries and sales offices across the country. “Our aim is togenerate greater sustainability throughout all Heineken Russia’sworkplaces,” adds Anna.Heineken N.V. – Sustainability Report 200913

PerformanceWaterAccess to sufficient clean water is vitalto our business. We use water as an ingredientand for cleaning purposes. We aim to cleanour waste water prior to giving it back tothe eco-system.Scarce and valuableWater is a valuable and in some cases scarce commodity forthe communities in which our breweries are located.Therefore, we are active in our efforts to define areas ofwater scarcity and make lowering our consumption in theseareas a priority. Wherever we operate, we aim to clean ourwaste water prior to discharging it back into the eco-system,either via our own waste water treatment plants or throughthose of the local authorities.What we said we would do and what we deliveredSign and support the UN CEO Water MandateOn 20 March 2009 Jean-François van Boxmeer signed a letterto the United Nations confirming Heineken’s endorsement ofthis important initiative. The requirements of the UN CEO WaterMandate have been integrated within our new approach.Redefine the scope of and approach to our waterand climate programme for 2010 – 2020Water is a key area within our new plans to 2020. You can readabout our new sustainability framework and progress inAppendix 1: Brewing a Better Future (pages 38-41).As a result of the change to consolidated reporting (see page 2),we have restated our 2008 water results in order to enablea valid performance comparison to be made.In 2009, our total specific water consumption was 4.8 hectolitresof water per hectolitre of beer, soft drink and cider (hl water/hl beer). Compared with a restated 2008 figure of 5.1 hlwater/hl beer, this is an improvement but slightly behindour target of 4.7 hl water/hl beer for 2009.14 Sustainability Report 2009 – Heineken N.V.

SpainCleaner water in Spain The performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008and therefore exclude acquisitions made in 2009.In Tadcaster (UK) the specific water consumption decreaseddue to the installation of a new reverse osmosis plant, whichallows for recuperation of hot water within the brewery.Upgrading and repair work in Ekaterinburg (Russia) andKarlovac (Croatia) resulted in additional water savings.In Valencia (Spain) and Irkutsk (Russia) water consumptiondecreased through more efficient water utilisationand monitoring within the brewery. TPM improvementprogrammes such as in Badr (Egypt) and Vialonga (Portugal)also reduced the specific consumption of water.In 2009, almost 80 per cent of our breweries compliedwith the maximum limit of 7 hectolitres of water perhectolitre beer brewed as set out in our Aware of Waterprogramme. Seven of the 26 non-compliant breweries arerecent acquisitions.Alfonso GarciaEnvironmental ManagerIn 2009, Heineken Spain introduced important new measuresto reduce the amount of phosphorous its breweries dischargeinto the environment.Phosphorous is a naturally occurring chemical component thatcan be found in our bodies and in many everyday products, suchas washing detergents and fertilisers. In breweries, it is used asa cleaning agent. It is also a substance that is naturally found inraw materials such as malt which therefore requires pH levelsin beer to be adjusted.“Phosphorous is an essential nutrient in order for natural lifeto flourish, but too much or even too little can be damaging,”explains Alfonso Garcia, Environmental Manager at HeinekenSpain. “Heineken has always been well under the regulated limitsof phosphorous discharge, but with these new measures we’reachieving our goal of reducing levels even further.”During the course of the year, Heineken Spain identified two waysto reduce phosphorous discharge. The first involved substitutingits use, where possible, with other natural compounds such ascitric acid. The second incorporates a biological and chemicalphosphorous removal process in the Waste Water TreatmentPlant (WWTP), prior to it being discharged into the environment.This additional stage was put into operation in Heineken’sbreweries in Madrid, Valencia and Jaén.“These steps have led to a 65 per cent reduction in theamount of phosphorous we discharge, which will have apositive impact on the surrounding aquatic environment,”says Alfonso. “We will continue to think of ways to reducethe amount of phosphorous we use and release, and thuscontinue to protect and preserve the environment.”Heineken N.V. – Sustainability Report 2009 15

PerformanceWaterNetherlandsOptimising waterconsumptionOverall, two breweries reduced their water consumptionbelow our 7 hectolitres target. The brewery in Mbandaka(Democratic Republic of Congo) reduced water use from 7 to6.7 hectolitres per hectolitre beer and the brewery in Badr(Egypt) significantly reduced water consumption from 10.7to 6.7 hectolitres per hectolitre beer through improvedpackaging activities and TPM improvement actions.Two sites showed an increase in specific water consumptionto more than 7 hectolitres per hectolitre beer. St. Petersburg(Russia) increased from 5.4 to 7.2 hectolitres per hectolitrebeer and Kobbegem (Belgium) increased from 6.6 to 7.7hectolitres per hectolitre beer. Both were the result of lowervolumes. Additionally, our brewery in Rechitsa (Belarus) alsosaw an increase of its specific water consumption.Frans van HoofSHE ManagerReducing water consumption is high on the priority list atHeineken Netherlands. As a result a programme was launchedin 2009 to discover where further savings could be made.“The first place we looked to make this reduction was at ourthree wells, then the de-iron system, and finally the reverseosmosis installation,” explains Frans van Hoof, SHE Manager atHeineken Netherlands’ Brand Brewery in Wijlre. “The aim was toreduce the amount of water used without causing damage to thewater treatment installations. We also needed to ensure thatbeer production was undisturbed when executing the project.”Heineken worked with its Group Supply Chain specialists touncover saving possibilities, and hired an external organisationto conduct further research.In summer 2009, the brewery’s two osmosis facilities wereupgraded to allow 10 per cent more water to flow through thesystem and be used in the production process, rather than beingreleased into the sewers.The water has to be treated by passing it through membranesin order to remove all chemicals and elements and ensure thatit has a stable brewing quality.Waste waterIn 2009 two waste water treatment projects were underconstruction in Kinshasa and Lubumbashi (DemocraticRepublic of Congo).The effluent organic load discharged to surface waterincreased from 15.8 ktonnes in 2008 to 17.3 ktonnes in 2009,largely as a result of a malfunctioning waste water treatmentplant at our production unit in Lagos (Nigeria) and due to twonew acquisitions in 2009 (Bobruysk in Belarus and Louny inthe Czech Republic). As such, maintenance staff were given special training to ensurethe reverse osmosis installation continued to operate efficientlyfollowing the changes.The improvements have also saved electrical energy aspreviously both reverse osmosis installations ran all week.Now one installation runs from Monday to Friday and the otherone at weekends only.“The project has been a huge success as increasing the amountof water coming out of the reverse osmosis installation meansthat we do not have to pump as much water out of the wells,”says Frans. “Although we’ve achieved our targets for this project,we’re now even more focused on finding future ways to savewater and energy to help protect the environment.”16 Sustainability Report 2009 – Heineken N.V.

Perform risk mapping on long-term wateravailability for our sitesUsing the Global Water Tool, as developed by the WorldBusiness Council for Sustainable Development, we madean inventory of expected water availability levels by 2025.The conclusion is that by 2025, some of our breweries will belocated in areas of extreme water scarcity as well as in areassuffering water scarcity. We will focus our activities aroundthese breweries, taking into account the requirements as setout in the UN CEO Water Mandate. Please refer to page 40 tolearn more about our future approach to water.SlovakiaInvesting in watertreatment Milan SlavikSupply Chain DirectorOver the past few years, Heineken Slovakia has beeninvestigating how best to upgrade its Waste Water TreatmentPlant (WWTP) in Hurbanovo City. The aim was to make theexisting 20-year-old equipment more modern, efficient andenvironmentally-friendly.The upgrade also focused on ensuring that the plant compliedwith Slovakian and EU waste water discharge limits. As such,a biological cleaning process, known as an anaerobe treatment,was installed to provide a more efficient solution to pre-treatingwaste water.The project cost EUR 3.5 million and took eight months tocomplete, during which time the plant experienced only twointerruptions to its continual operation.“The plant has been completely transformed,” says Milan Slavik,Supply Chain Director at Heineken Slovakia. “Anaerobic systemsrequire less nutrients and electrical input and generate far lesssludge than aerobic treatments. It is a very effective method touse prior to an aerobic stage as the operating costs are lower.More importantly, we are reducing our carbon footprint too.”Previously the WWTP worked as a two-step aerobe cleaningprocess but now the second stage is no longer used. Theanaerobe process removes more than 70 per cent of pollution,with the rest eliminated in the aerobe treatment.In addition, the methane-rich biogas that is produced in theanaerobe treatment can be burnt to produce ‘green’ electricityand then supplied to the national grid.Meanwhile, once the used water from Heineken Slovakia’sbrewery and maltery, cleaning processes, machinery and rainhas been cleansed it is discharged to the nearby Zitava river.“We are delighted at how successful the refurbishment hasbeen,” Milan adds. “The plant is now modern, sustainable, andwill have a positive impact on the environment.”Heineken N.V. – Sustainability Report 2009 17

PerformanceSafetyWe have a resposibility towards ouremployees, visitors and neighbours. Webelieve that at all times they should besafequarded from accidents happening.Therefore we pay considerable attentionto safety.Building a culture of safety at workIt is essential that people who come to work at or who livenear a brewery, malting, cider plant or soft drink plant aresafe. To this end, we have programmes aimed at accidentprevention, including training and the provision of personalprotective equipment (PPE). We maintain and demand highstandards of safety in and around our installations.What we said we would do and what we deliveredHeineken Africa and the Middle East will pronounce 2009as the year of health and safety for the regionIn 2009, specific attention was paid to our operations inAfrica and the Middle East to ensure that safety performancematched that of other regions. Awareness was raised by jobsafety training and on the proper use of personal protectiveequipment (PPE). Operating Companies were encouraged toexpand Occupational Health and Safety efforts to employeesoutside the production area, to include the registration ofincidents and accidents and give attention to road andvehicle safety.Overall safety performanceAs a result of the change to consolidated reporting (see page2), we have restated our 2008 safety results in order to enablea valid performance comparison to be made.In 2009, the accident frequency for company personnel was1.5 accidents per 100 FTEs compared with a restated 2008figure of 2.0 accidents per 100 FTEs. This is a significantimprovement.The increased safety awareness through the worldwideimplementation of the TPM safety pillar, as well as the wideravailability and use of PPE, contributed significantly to thisimprovement. Our production units in Ijebu-Ode (Nigeria),Patras (Greece), Zipf and Klagenfurt (Austria) contributedsignificantly to this positive trend.18Sustainability Report 2009 – Heineken N.V.

NetherlandsBe seen, be safe!This safety jacket initiative is one of several safety programmeslaunched over the past two years. At the end of 2008, Vrumonaheld new, interactive safety training for employees who work onthe production floor. Over two months, around 220 people tookpart in one-day group sessions.Pier SniederSHE ManagerAt the start of 2009, Vrumona, Heineken’s Dutch soft drinkbusiness, decided to introduce a simple but effective protectivemeasure for all employees and visitors to its operations: safetyjackets. In total, 1,000 jackets were bought – 500 for employeesand 500 for visitors – and on 30 March they were distributedat its premises in Bunnik for the first time.Following this, in January 2009 Vrumona launched a safetyawareness campaign, which will run until March 2010. Thecampaign involves monthly safety flyers sent to every employee’shome and questionnaires distributed on specific safety topics.A prize is given to those who complete the questionnaire correctly.Furthermore, in June 2009 Vrumona selected employees to actas ‘safety experts’, responsible for monthly safety audits of theirappointed area.“The aim is to get more people involved in ensuring the wholeVrumona site is safe,” explains Pier. “We want a responsible,safe attitude to be embedded throughout our organisation,and we are confident these initiatives will help achieve this.”The aim of the jackets is simple: to make people more visible –employees’ jackets are yellow and visitors’ are orange.“This safety initiative has been a huge success,” says Pier Snieder,SHE manager at Vrumona. “We can already see employees aremore aware of the importance of looking after themselves, andeach other. Occasionally, someone will forget to wear their jacketand another employee will remind them to wear it straight away.”Heineken N.V. – Sustainability Report 2009 19

PerformanceSafety The performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008. The performance data for 2009 (actual – target) relate to thecompanies that were part of the Heineken Company in 2008.In 2009, the accident severity of the recorded accidentswas 53 lost calendar days per 100 FTEs compared witha restated 2008 figure of 51 calendar days per 100 FTEs.The reason for this upward trend is mainly due to theoverflow of lost days from accidents that occurred in previousreporting years.Notwithstanding these important efforts, 12 fatal accidentsoccurred in 2009, mainly in Africa and the Middle East andmainly involving contractors or employees in trafficaccidents whilst at work or commuting. In total, five Heinekenemployees, six contractors and one third party lost theirlives. Seven fatalities involved contractors or employeesworking in production (see the table on page 22) and fivewere non-production related. The accidents occurred in theDemocratic Republic of Congo, Nigeria, Egypt, Tunisia,Panama, Portugal and the UK and were caused by eightvehicle/traffic accidents, two scaffolding accidents, one falland one armed robbery.More attention will be paid to the safety of contractorsDuring the Year of Safety in the Africa and Middle EastRegion, additional efforts were made to enhance the safetyof our contractors: giving better, clearer instructions,provision of personal protective equipment (PPE) and strictchecks on their proper use were among the most importantinitiatives taken. Contractors who failed to comply with ourprerequisites were dismissed.In 2009, the number of accidents involving contractorpersonnel was 105 compared with a restated 2008 figureof 112. This is a significant improvement, but the numberof accidents remains a point of constant attention for futuresafety activities and a contractor safety managementprocedure will be enforced.20 Sustainability Report 2009 – Heineken N.V.

PolandDriving home the safety messageIn co-operation with the police, Grupa Żywiec organiseda ‘Day Without Fines’, where instead of giving out fines fortraffic offences, police distributed stickers and reflective roadsafety vests, all branded with the Grupa Żywiec logo. A popularPolish rally driver, Krzysztof Holowczyc and his Safe DriverFoundation also helped raise awareness of the importanceof driving responsibly.Monika MatakInternal Communication & CSR DirectorFrom April to August 2009, Grupa Żywiec co-ordinated aneducational programme across Poland to promote road safetyand responsible driving. The wide-ranging campaign involveda variety of initiatives – from radio programmes to workingwith the police.The campaign was launched to coincide with Road SafetyWeek, an annual event organised by the United Nations. Duringthe week, a competition was held to design a road safetyposter, and 400 entries were displayed at an exhibitionfollowing its conclusion.In August, the campaign ended with the winning poster fromthe April competition being displayed on 250 billboards and300 city-lights in the main cities across Poland. The winningposter displays the message ‘Have driving in your blood?’“We’ve taken part in road safety programmes before but thiswas the first year we’ve been involved on such a huge scale,”says Monika Matak, Internal Communication & CSR Director atGrupa Żywiec “We believe it is our duty to encourage not justresponsible drinking but also responsible driving. By holdingor supporting events over a long period of time, we’ve reacheda great number of people and influenced their attitudetowards road safety. In 2010, we look forward to runningthis programme again and continuing to promote theseimportant messages.”On July 25, the campaign peaked with activities surroundingSafe Driver Day, another annual road safety initiative. Over thecourse of the day, police handed out information warning ofthe dangers of drink driving and radio stations broadcastedspecial programmes to promote road safety.Heineken N.V. – Sustainability Report 2009 21

PerformanceSafetySafety data on production unitsHeineken GroupReportedsafety data2008Restatedsafety data2008Parameters (absolute values) Unit 2007 2008 2008 2009**Fatalities of Company personnel Cases 1 1 0 2Fatalities of Contractor personnel Cases 1 1 1 3Permanent disabilities of Company personnel Cases 6 2 2 4Fatalities of Company personnel in commuting Cases 0 0 0 2Parameters (absolute values)Accidents of Company personnel Cases 633 690 446 389Accidents of Contractor personnel Cases 143 180 112 105Lost days of Company personnel Days 16,336 15,437 11.336 11,727Production workforce (FTE) FTEs 24,647 28,054 22,058 21,639Performance indicators (average values)Achieved*Targets/Guides 2012Accident frequency Cases/100 FTE 2.6 2.4 2.0 1.5Targets accident frequency Cases/100 FTE 1.2Accident severity Days/100 FTE 68 55 51 53Guide values accident severity Days/100 FTE 40* Performance data (average values) of 2009 relate to the companies that were part of the Heineken Company in 2008.* * The number of fatalities in this table reflect fatal accidents involving production personnel.22Sustainability Report 2009 – Heineken N.V.

We will review our approach to safety and extendthe scope of our safety management to the areasoutside productionSafety is one of the areas included in our sustainabilityapproach for the next decade. The expansion of ouroccupational health and safety efforts to all employeesis covered by the plans made in this context. For furtherinformation on targets and actions, please see the finalchapter on page 36 relating to our future agenda.AustriaFit on the jobWe made good progress in the area of OccupationalHealth and Safety requirements for greenfield operations.An Occupational Health and Safety analysis is now standardpractice for all greenfield operations with additionalrequirements now including safety equipment, first aidavailability and an emergency response plan.We will improve communication on road traffic safetyand vehicle safety at our sitesRoad safety was part of the Year of Safety in the Africaand Middle East Region. The issue of road safety was alsoaddressed during the medical conference for WesternEurope that took place in December 2009. Other issues,such as vehicle safety and safe driving were addressed.Programmes will be rolled out in 2010, and given the poorrate of road traffic accidents in 2009, will require increasedmanagement focus.Susanne RiefHealth ManagerThe success of BrauUnion Austria in their continued focuson employee welfare and health and fitness initiatives in theworkplace, has been recognised by winning the 2009 UpperAustrian Health Awards for companies with more than100 employees.The “Fit on the Job” health project was developed with theUpper Austrian Regional Health Insurance Fund. 570 employeesin Upper Austria took part in the scheme from 2007 to 2009.BrauUnion Austria implemented various measures such asemployee health groups and surveys that were focused onrelieving stress and strain in the workplace, in order to reducethe amount of sick leave.Working conditions were improved by testing work stationsfor comfort and efficiency, providing technicians with suitablehearing protections and installing new air-cushioned seats forforklift trucks.Furthermore, delivery drivers were provided with a nail palletpress, which is an easier method for maintaining pallet quality.Also, all new trucks now have continuous running boards toensure the safety of the drivers.At the Zipf Brewery, an innovative robot was introduced forlifting and moving heavy water bottles, whilst the canteen in Linzhas begun to serve healthier foods such as salads and yoghurts.A water dispenser has also been set up.The programme was concluded with an extensive range of healthseminars, made available to employees in their spare time,on the issues of physical exercise, nutrition, smoking, mentaltraining, stress and burnout.“The project has been incredibly successful,” says Susanne Rief,Health Manager at BrauUnion Austria. “Not only have the workingconditions been improved but also the communication betweencolleagues. The average sick leave days have also been reducedby 10 per cent and overall the climate of the company just seemsto be much healthier and vibrant.”Some of the measures are only available in regional breweriesbut many have extended across Austria and this number isexpected to increase during 2010.Heineken N.V. – Sustainability Report 200923

PerformanceAgricultureBeer is a natural product. It can not be brewedwithout crops. The quality and availability ofthese crops are of strategic importance toHeineken.Quality crops at a fair priceWe brew beer with natural ingredients and use the highestquality cereals, predominantly barley, for brewing, and hopsfor flavour and bitterness. For the continuity of our business,we need access to sufficient, high quality raw materials at anacceptable price. Our partners, the farmers that grow thecrops and the maltsters that malt the barley, need to be surethat we pay them a fair price and support them over the longterm. Making a commitment towards greater local sourcingand providing agricultural training and support, empowerslocal farmers economically (greater guaranteed sales andbetter crop yield) and reduces both the cost andenvironmental impact for Heineken.What we said we would do and what we deliveredTranslate the outcomes of the Skylark project tospecific sustainability requirements and a suitablegovernance modelA new tool has been developed using the ten indicators thatwere developed in the Skylark project. This tool, called theMalting Assessment System for Sustainable Agriculture(MASSA), is designed to follow the activities of our suppliers inthe area of sustainable agriculture. It will be used for barley,apples and hops. In the context of our future approach toagriculture, we will develop a governance system to enableus to structurally analyse and improve the ecologicalperformance and impact of our raw materials suppliers.24Sustainability Report 2009 – Heineken N.V.

Start measuring the sustainability performanceof our most important malt suppliersWe developed a measurement model in 2009 and willimplement it during the first quarter of 2010 with a pilotinvolving two malt suppliers and two apple suppliers.Share the learnings of the Skylark project acrossother markets via a technical handbook on sustainablearable farmingThe Technical Handbook was developed and was publishedearly 2010.Extend GMO audits to local suppliers of maizeand rice and focus monitoring activities on weak spotswith Group suppliersWe increased the number of supply audits from 58 to 61,including checks on Genetically Modified Organism (GMO),especially in markets where we use maize for brewing.As our normal supply chain audits supply us with sufficientguarantees in compliance with our policy relating to GMO,we deem it unnecessary to conduct specific audits solelyaimed at detecting the possible presence of GMO material.Include apple farming in the scope of our sustainablefarming programmeWe have integrated apple farming in the scope of oursustainable farming programme. We have included theorcharding of apples in our MASSA tool and will continueto do so as we roll out our future activities.AfricaEmpoweringAfrican farmersPaul KempArea Supply Chain ManagerIn several African countries, Heineken is empowering significantnumbers of the local communities by helping farmers grow crops– often in arid, desert land. These crops are then purchasedby Heineken’s local Operating Companies to be used in theirbrewing plants. “We facilitate farming operations in differentways, depending on the local situation,” says Paul Kemp, AreaSupply Chain Manager, Africa and Middle East. “This involvesoffering advice via our agronomist and upfront payments sofarmers can purchase the inputs needed for their crops.”On the banks of the Nile in Egypt, Heineken’s local companyAl Ahram Beverages (ABC) helps farmers grow barley for itsmaltery. ABC also oversees farming projects in the SouthernDesert and the Sinai. In total, ABC facilitates the production of30,000 tons of barley which equals 25,000 tons of malt.Since the mid-1980s, Heineken’s subsidiary, Nigerian Breweries(NBL) has been sourcing locally-produced sorghum and maizein Nigeria and has invested in the development of commerciallyviable sorghum varieties. Today, NBL has 5,000 farmers growingsorghum and malt for its plants.Heineken is also facilitating agriculture through its localcompanies in other parts of Africa: assisting rice farmers in theDemocratic Republic of the Congo, developing the production ofsorghum in Burundi, encouraging farmers’ involvement in maizefarming in Rwanda and supporting small sorghum projects inSierra Leone and Ghana.In 2009, Heineken finalised the construction of its new breweryin South Africa and is currently looking at ways to supportagriculture in the country.“A conglomerate of local distributors want to build a maltery tosupply us and others, and they will need barley for this,” explainsPaul. “We’re helping them to work with local farmers to developgood varieties of barley and to present a strong business case.It’s another example of how Heineken works with localcommunities to help the farming industry, which in turn helpsour business.”In total, Heineken now works with tens of thousands of farmersacross Africa.Heineken N.V. – Sustainability Report 200925

PerformanceSupply chain responsibilityImprovements in our value chain, both interms of ethics and the environment, arehaving a positive effect on our cost base andon the goals we set within our sustainabilityagenda.Partnership and relationships bring improvementsWorking alongside our suppliers to help build improvementsin our value chain is now an established and importantapproach within Heineken. We work together to address bothethical considerations as well as the environment. It is a keyelement in establishing a joint commitment to sustainabilitywith our suppliers. In turn this is having a positive effect onthe goals we set within our sustainability agenda. We believeour approach to supply chain responsibility helpsdifferentiate Heineken from its competitors.What we said we would do and what we deliveredContinue implementation in Western Europeand Central and Eastern EuropeThe roll-out of the Supplier Code in Western Europe andCentral and Eastern Europe is well under way. In almost60 per cent of our Operating Companies in the two regionsimplementation is ongoing. We expect to achieve fullimplementation by all Operating Companies by theend of 2010.26 Sustainability Report 2009 – Heineken N.V.

Start roll-out in Asia PacificWe conduct most of our business in the Asia Pacific Regionthrough our joint venture Asia Pacific Breweries (APB). In2009, we had two fully owned Operating Companies in theregion (Multi Bintang Indonesia and Grande Brasserie deNouvelle Caledonie, New Caledonia), who will beintegrated into APB in the course of 2010.Finalise pilot in Indonesia and conduct pilotin Nigeria (originally planned for 2008)We did not follow up on the activities of Multi BintangIndonesia as they will no longer be part of the HeinekenGroup in 2010 and thus are no longer bound by theHeineken policies. The pilot in our Nigerian operatingcompany has been delayed due to restructuring of thelocal organisation. The pilot is now planned to take placein 2010 and full implementation is foreseen for the endof 2010.Start roll-out in the Americas and Africaand the Middle EastWe have started the roll-out of the Heineken Supplier Codein the Americas and in the Africa and Middle EasternRegion. We aim to conclude this by the end of 2010.Set long-term targets for supply chain responsibilityfor 2010 – 2020You can read about our new sustainability framework andprogrammes in the chapter A New Approach for a NewDecade (page 36 and 37).United KingdomHeineken UK makesethical purchasinga priorityRuth BromleyHead of ProcurementIn 2009, Heineken UK launched a new supply chain code ofconduct and focused on improving its responsible supply chainperformance by further educating staff on ethical procurement.“One of the first steps we took to improve ethical purchasing wasto increase awareness and knowledge of sustainability issuesamong our Procurement team,” explains Ruth Bromley, Head ofProcurement at Heineken UK. “Our ethical procurementstandards now exceed the minimum expectations of Heineken’sSupplier Code.”Business in the Community – a network of 850 businessescommitted to improving their impact on society – held a series ofworkshops at the request of Heineken UK. These sessions helpedto familiarise staff with ethical procurement concepts and raisedawareness of the social, environmental and economic risks thatexist within the supply chain.Heineken UK has 4,000 suppliers and as such, the workshops alsoprompted staff to consider the opportunities available throughworking in partnership with them.“We hope that this increased focus on responsible procurementin 2009 has empowered and motivated staff to think about therole they can play in ethical purchasing,” says Ruth. “Furthermorewe’re developing our new supply chain code of conduct toensure that we lead the way on delivering a world classprocurement performance in everything we do.“Responsible sourcing is a critical component of our sustainabilitytargets, and we will continue to raise our standards to ensure itremains at the heart of our business,” adds Ruth.Heineken N.V. – Sustainability Report 200927

PerformanceResponsible consumptionBeer is part of a balanced, healthy lifestyleand has been for thousands of years. A such, itprovides enjoyment to a vast majority ofconsumers worldwide. However, a minority ofconsumers do not drink responsibly and thisrequires us to be active in the promotion ofresponsible consumption.Playing our part to reduce harmS ociety is routinely confronted with the negative aspects ofalcohol when it is abused or misused and as one of the world’sleading brewers, we are committed to playing our part inreducing alcohol-related harm. Wherever we can, we do so inconjunction with industry groups, governments, NGOs, thirdparties, consumer groups, police forces, legislators, retailers,Horeca owners and community groups – all of which havetheir role to play. We believe that working together to addressspecific aspects and incidence of abuse is the only way toeffectively tackle the negative impact this has on society andindividuals.What we said we would do and what we deliveredBuild ‘responsibility’ into the brand architectureof our top 10 brandsTwo years ago, we embedded the concept of responsibilityinto the Heineken and Amstel brand architecture. Manybrands, including our top 10, have since followed thisexample by introducing a responsibility message on theirprimary and secondary packaging, launching dedicatedwebsites, including responsibility messaging in commercialcommunication or by engaging in responsibility activities,such as “drive alcohol-free” campaigns. As not all brandshave a formal architecture, responsibility can not be formallyembedded within all the brands’ DNA. However, we makesure that we monitor our brands’ activities in this respectso that the objective – clear responsibility messaging to theconsumer – is met.28Sustainability Report 2009 – Heineken N.V.

Review and adapt our international media campaign(www.knowthesigns.com)Our Know the Signs campaign, launched in 2008, has beenreviewed and the adjusted campaign was launched inNovember 2009. The campaign is globally accessible viathe website www.knowthesigns.com. To date, eight markets,including Romania, USA, Canada, the Netherlands and Italy,have also launched the revised online drive as a dedicatedpart of the brand campaign. On 3 December 2009, wesubmitted this revised campaign as a formal commitmentto the EU Forum on Alcohol & Health.Upgrade our online refresher course for the Ruleson Responsible Commercial Communication for allrelevant marketing and sales staffWe updated our e-learning tool, which we use in conjunctionwith workshops, to continuously train all decision-makingemployees within the Group’s commercial communicationand marketing teams. At the end of 2009, we sent this tool toapproximately 1,200 employees in this target group. Theresponse rate was more than 90 per cent. Those who did notcomplete the training will be approached individually sothat they understand its importance and know the content inorder to make informed creative and commercial decisions.Promote and update the learning tool for the Rulesfor Responsible Commercial Communication to ensurethat new employees learn and understand our policyThrough our intranet, we have made all our previously usedonline training courses on compliance with the Rules forResponsible Commercial Communication available to ourmarketing and sales teams.Develop workshops and ensure complianceOverall, there is a high level of compliance with the Rules forResponsible Commercial Communication across the Group.Responsibility was built into the Heineken brand workshopand we will develop a workshop module that is focused onthe responsibility in commercial communication as part ofour future approach to responsible consumption activities(see also Appendix 1).United KingdomUnit informationon glasses in the UKMark GivenBrands DirectorIn November 2009, Heineken UK launched a new pint glass forFoster’s, its best-selling lager, that encourages responsibledrinking by displaying alcohol unit information on the side.The glass is specially designed to provide consumers with asuperior drinking experience.“Our goal is to make drinkers more aware of the alcohol unitscontained in one pint,” explains Mark Given, Brands Directorat Heineken UK. “Every time a customer buys a pint of Foster’sin this glass they will be able to clearly see the alcohol unitinformation. We hope this will educate and encourage themto make sensible choices.”The aim is to deliver more than 1.8 million of the glasses into pubsand clubs by March 2010, and 4 million by the end of the year.Heineken UK plans to introduce alcohol unit information onbranded glassware for other beer and cider brands during 2010.“We led the way in promoting responsible drinking by displayingmessages and alcohol consumption guidelines on our packagedbeer and cider ranges,” adds Mark. “Now, with this new glass,we’re extending this to consumers of our draught products.”The glass intends to inform consumers on the quantity of alcoholthey are consuming while enhancing the drinking experienceby providing a pint that looks lively and creates excellent headretention. In testing, over 80 per cent of consumers said the glasswould make Foster’s a brand they would like to be seen drinkingand a beer they would recommend to friends.Heineken N.V. – Sustainability Report 200929

PerformanceResponsible consumptionRomaniaOnline counselling and advice in Romania“Heineken Romania decided to support ALIAT in this project aswe passionately believe that alcohol should always be consumedresponsibly,” says Livia Bucatica, Corporate Relations Specialistat Heineken Romania. “This website, conceived and managed byspecialists in mental health, will provide effective and accessibleadvice and treatment for excessive consumption. We expect it toproduce positive results.”Livia BucaticaCorporate Relations SpecialistHeineken Romania has partnered with addiction counsellinggroup ALIAT to fund and launch the country’s first evercounselling and e-health website: www.alcohelp.ro. The siteraises awareness of the dangers of excessive alcoholconsumption and offers a range of free tools for peopleaffected by alcohol misuse.Alcohelp, which aims to reach one million Romanians, wasdeveloped by ALIAT with the support of Heineken Romania.ALIAT’s team of mental health professionals will manage the site.www.alcohelp.ro went live in November and attracted around450 unique users within the first month. This will increase as theservice is publicised nationally. The online platform is free, easyto use and guarantees the confidentiality and anonymity ofanyone who uses it.Visitors to the website are expected to benefit in a variety ofways: for young adults, the focus will be on preventing alcoholmisuse; for 25 to 44 year olds, the programme will take a curativeapproach, offering advice to those drinking excessively; and forolder visitors, the platform will function as a gateway tospecialised addiction treatment.“We believe the website will reach a new, internet-savvyaudience, for those who choose not to go to the doctor or thosewho cannot easily get to one,” explains Livia. “It’s the first websiteof its kind in Romania and we hope it will offer advice, educationand support to anyone suffering from alcohol-related problems.”30Sustainability Report 2009 – Heineken N.V.

Maintain our current level of partnershipsThe number of our responsible consumption partnersincreased from 30 in 2008 to 33 in 2009. Following anevaluation of our partnerships we decided to developsuccess criteria. These will allow us to obtain better insightand to allow our partnerships to mature. We will start usingthe criteria in 2010 to measure our partnerships.Further expand responsibility activitiesto local brands (through sponsorships andin commercial communication)Apart from the top 10 brands mentioned above, asignificant number of our local brands are engaged inresponsibility-related activities such as Soproni, Zagorka,Zipfer, Gulder and Mutzig. The activities entail theintroduction of responsibility messages on labels andpackaging, the launch of dedicated websites withinformation on how to consume responsibly or theintegration of responsibility at events. We also ran anumber of drink-drive activities in patnership with thesebrands.Secure compliance with newCool@Work programme initiativeWe updated communication to our markets on ourCool@Work programme and clarified what is expected ofthem in terms of ‘refresher’ activities. In 2009, 80 per centof our Operating Companies complied with theCool@Work provisions.Introduce Cool@Work in operations thatwere acquired in the course of 2008Cool@Work was introduced in Finland, Belgium,Portugal and the UK.RussiaAre you 18?Anna MeleshinaCommunications DirectorPreventing underage drinking was a key focus for HeinekenRussia in 2009, with around 30,000 bars and shops backinga national campaign to encourage trade outlets to check thelegal age of the consumer before selling beer.The ‘Are you 18? Show your ID’ campaign was launched in 2006by the Russian Beer Union. Heineken has been involved with thecampaign since 2007.“The main aim of the ‘Are you 18? Show your ID’ campaign is toremind alcohol sellers that it is illegal to sell alcoholic drinks tominors,” says Anna Meleshina, Communications Director atHeineken Russia. “If someone cannot produce ID then they mustbe refused beer. This way, a consistent message will be sent toyoung people about responsible consumption.”As part of the campaign, 100,000 ‘Are you 18? Show your ID’stickers were displayed in bars and shops across the Central andUral regions of Russia. Heineken also ran media campaigns in thetowns of Sterlitamak and Novotroitsk and organised roundtablediscussions with city administrations, non-commercialorganisations and the media.In addition, Heineken’s regional brewery managers and salesteams worked in partnership with local governmental bodies,visiting trade outlets to check whether the legal ban on sellingalcohol to minors was being followed.“Our goal is to change people’s attitudes towards underagedrinking,” adds Anna. “We hope this campaign will constantlyremind people of the importance to consume beer responsibly,but mainly to prevent the sale of alcohol to anyone under theage of 18.”Heineken N.V. – Sustainability Report 200931

PerformanceOur impact on societyWe aim to maintain uniform minimumstandards of conduct regardless of where weoperate. In addition, we want to be an integralpart of the societies where we conduct ourbusiness so that we actively contribute to thedevelopment of those societies.Contributing to communitiesWherever we operate, our aim is to become a value-addingand integral part of those communities. This means activelyparticipating in and contributing to everyday life. We do thisin a variety of ways: our people contribute their time tosupport and run local groups; we donate money to specificcauses; we use our products in appropriate settings andevents to help raise or save money and we use our facilitiesin times of need. We also know that to create a positiveimpact on society, we must maintain uniform, minimumstandards of conduct regardless of where we operate.Our Code of Business Conduct guides all our employeesin delivering these standards, and our Economic ImpactAssessments allow us to measure the economic contributionwe make to a market.What we said we would do and what we deliveredContinue to address the issue of beer drinkingamongst Beer Promoters in CambodiaIn 2009, we continued to improve the working conditionsof female beer promoters in Cambodia by focusing on pointsof concern that came to our attention following a 2008 audit.We increased the base salary by 8 per cent and continued todeliver the commitments we made in terms of health testing,32 Sustainability Report 2009 – Heineken N.V.

training and workplace support. We also conducted acampaign aimed at preventing drinking by promoters whileworking. This followed research carried out in 2008 thatshowed too many promoters drink alcohol while performingtheir duties. At the end of 2009/early 2010 IndochinaResearch was commissioned by the industry group BeerSellers in Cambodia (BSIC) to repeat the survey. Resultsshowed that the overwhelming majority of beer promotersare aware of the rules on drinking alcohol while at workbut that it still occurs. Starting in 2010, we will monitor thesituation quarterly in order to address this in a moreeffective and timely manner and to enable rapid interventionwhenever results are unsatisfactory.RwandaJoining the fightagainst malariaWe have been asked to make a comparison between thefindings of the audits conducted on behalf of the BSIC andthose done by SIrChESI. Unfortunately, we were only handedpress releases and not the underlying reports so that nomeaningful comparison could be performed.Investigate and launch a new approachfor community investment in AfricaAt the end of 2008, Heineken invested EUR 10 million toestablish the Heineken Africa Foundation. The organisationfinances community healthcare projects on the Africancontinent, particularly, but not exclusively, in thecommunities in which we operate. The Foundation ismanaged by an independent Board of Trustees that overseesthe operations and the distribution of up to EUR 500,000 peryear. In 2009, the fund made its first investments totallingEUR 400,000 in six projects. An example of one of theseprojects is included in the case studies. At the end of 2009,Heineken invested an additional EUR 10 million in theFoundation. This means that as of 2010, an annual amountof roughly EUR 1 million can be spent on health projectsin Africa. For more information on the Heineken AfricaFoundation and its projects, please visithttp://africafoundation.heineken.com.Continue our HIV/AIDS treatment in developing marketsAlongside the work of the Heineken Africa Foundation,we continued to support testing and treatment of HIV/AIDS.We commenced work on a trial programme in Nigeria andthe Democratic Republic of Congo to facilitate access toHIV/AIDS treatment for people working in our supply chain.The programme will be gradually rolled out over thecoming years to target employees of our suppliers indeveloping markets.Katinka van CranenburghFoundation Co-ordinatorIn August 2009, the Heineken Africa Foundation launched anew initiative in Rwanda to help prevent the spread of malariaby using insecticidal bed nets. The initiative also involves localorganisations and provides employment to more than 100 people.The nets will be produced by local textile company Utexrwa(Usine des Textiles du Rwanda) in a process that will provide125 new jobs for the community. The Foundation will purchasethe equipment needed to embed insecticides into the nettingmaterial and has committed to buy the first 140,000 bednets produced.“Bed nets provide a good way of controlling malaria fora number of reasons,” explains Katinka van Cranenburgh,Heineken Africa Foundation co-ordinator. “They are an effectiveway of protecting people against mosquito bites and thetransmission of the parasite that causes malaria, and yet theyare relatively cheap. Studies have shown that nets can reducethe mortality rate from malaria by approximately 20 per cent.”The nets will be distributed through existing health centresin the area surrounding the Heineken breweries in Kigali andRubavu, as well as through pre-natal and vaccination family visitsby health advisers. Pregnant women and children in the areasin which Heineken operates will particularly benefit fromthe programme.The plan is for Utexrwa to distribute a total of three millionnets in Rwanda in 2010 and a further six million in 2011.For further information please see:http://africafoundation.heineken.comHeineken N.V. – Sustainability Report 200933

PerformanceOur impact on societySpainBreast cancerpreventionDiego AntoñanzasSponsorship DirectorAn estimated 50,000 women participated in ‘La Carrera de laMujer’ or ‘The Race for a Cure’, held in eight cities across Spainduring 2009. The race was co-sponsored by Buckler, Heineken’snon-alcohol brand in the market. The races aim to raiseawareness for the prevention of breast cancer by encouragingwomen to look after their health and remind them to haveregular check-ups.Each racer represented a 2 euro contribution towards the effortsof the Spanish anti-cancer association (AECC). The number ofparticipants in 2009 was a 25 per cent increase compared tothe race the previous year, due to the increased support andpublicity provided by Buckler and other partners.Buckler created various initiatives that were backed by localcelebrities and politicians, including launching an exclusive pinkcan to raise awareness for the event. Buckler also set up aninteractive website with useful information about the race, healthtips and training routines, as well as providing the opportunity forparticipants to download photographs of themselves at the event.Increase the amount of money investedin local communitiesIn 2009 we increased by 9 per cent the investment in ourmarkets. We invested a total of EUR 5.8 million on noncommercialsponsorships to support local communitiesaround the world. These activities range from thesponsorship of local cultural events to financial assistanceand training. The total amount excludes employee time andemployee giving and the use of facilities.Perform base measurement on employee rightsWe have discussed our draft employee rights policy withhuman resources experts to formally adopt this revisedpolicy in early 2010. Employee rights are included in ourfuture programming. For an overview of our plannedactivities, please refer to our last chapter and Appendix 1of this report.Roll out training on Code of Business Conductand Whistleblowing ProcedureWe took a number of measures to reinforce integritywithin Heineken in 2009. Firstly, we have revised ourWhistleblowing Procedure to take into account new insightsconcerning the protection of personal data. We havealso amended our Code of Business Conduct to includea mandatory disclosure of interests by senior managers.We have developed online training tools for employeeson the Code of Business Conduct and on Whistleblowingfor local Trusted Representatives and senior management,which will be implemented in early 2010. Furthermore,we have changed our external hotline provider in orderto facilitate web-based reporting alongside reporting byfreephone and to create a better registration and traceabilityof reports filed under the Whistleblowing Procedure. Finally,we have re-launched the Code of Business Conduct in abooklet to all employees from middle management upwards.“This race empowers women across Spain to support the fightagainst breast cancer and ensure their health is always the toppriority,” says Diego Antoñanzas, Sponsorship Director atHeineken Spain. “The successful promotion of this event isreflected in the unprecedented number of participants whojoined this year.”Diego is confident the race will be even bigger next year thanksto the positive impact it has had on Spanish society in highlightingthe need to fight against this disease.34 Sustainability Report 2009 – Heineken N.V.

In 2009, we received 34 reports under the WhistleblowingProcedure either centrally or on a local level. Of these,47 per cent concerned fraud; 21 per cent Conflictsof Interest; 6 per cent supply chain responsibility; and theremaining 26 per cent other issues, such as breach ofCompany policy or harassment. Around 50 per cent of allcases investigated were substantiated. We received noreports concerning breaches of our anti-corruption policy.Conduct four economic impact assessmentsIn May 2009, we concluded an EIA study for NigerianBreweries. The study showed that in the entire Nigerianeconomy, 637,000 jobs are related to (although not entirelydependent on) the presence of Nigerian Breweries.Approximately 415,000 jobs exist within the value chain,the bulk of which are in agriculture and trade (97,000 and268,000 respectively). The large number of jobs inagriculture is related to Nigerian Breweries’ substantialsorghum procurement (60,000 tons, which accounts for0.5 per cent of Nigeria’s total production) and the inefficiencyof agricultural production.In October 2009, we concluded an Economic Impact scanfor all our Operating Companies in the European Union(63 breweries). This study showed the following results:• Heineken operates 63 breweries in 19 countriesacross Europe• A total of 495,000 jobs are directly or indirectlyrelated to the production and sale of beers• The total value-added attributed to the productionand sale of our beers in Europe is estimated atapproximately EUR 11.65 billion• The total revenues for the national governmentsare estimated at approximately EUR 11.89 billion• The annual expenditure of Heineken on goodsand services is worth EUR 3.25 billionIn December 2009, we commissioned a full EIA studyfor our operation in Croatia, which will be completed inFebruary 2010.CroatiaCaring for thecommunityIva PrekraticCorporate CommunicationsIn 2009, Karlovaka Pivovara enhanced its community initiativesby inviting charities, organisations and individuals from theKarlovac region to apply for support for their projects.The brewery, which is a member of the Heineken Group, invitedapplicants for any humanitarian, sports or social initiative thatmeets the cultural, educational and environmental needs of theregion. In total, 255 funding requests were received.“We’ve always been very involved in community programmes butthis was the first time we’ve run a donation tender system,” saysIva Prekratic, Corporate Communications Assistant at KarlovakaPivovara. “The goal is to make our donation system transparent andaccessible to quality local initiatives. It has also raised our awarenessof the concerns and issues that affect people in the community.”Prominent local figures were invited to sort through the firstround of applications, utilising their subject expertise. Followingthis, Heineken employees had the opportunity to put theiropinions forward, before the tender project team made theirfinal proposal to the management team at Karlovaka Pivovara.They supported 43 projects, donating EUR 109.590 (800,000Kuna), which was distributed amongst them.The chosen organisations included a sports association that needednew balls for a range of sports, from table tennis to basketball.Another initiative involved the stocking of a school library withbooks. Financial assistance was also given to an organisation whichoffers therapeutic riding for children with special needs.“The project was a huge success and we’re delighted with theresponse we had,” adds Iva. “We tried to communicate it aswidely as possible through the local media and held a pressconference to announce the tender programme. As such,our community involvement is now a more structured andtransparent process and this has benefited all sides.”During 2009, some of the supported projects were alsopublicised to allow organisations to present the work theydo generally, as well as highlighting their tender project andthe brewery’s role in it.Following this success, Karlovaka Pivovara intends to run anothercommunity tender programme in the first quarter of 2010.Heineken N.V. – Sustainability Report 2009 35

Page Ten Years TitleAheadA New Approachfor a New DecadeIt would be easy to think that having beenrecognised by others for our successful approachto sustainability and with the backdrop of theglobal economic crisis, we would choose anothertime to review our future commitment to society.But that has never been the Heineken way.Constant innovation on consistent themes todeliver long-term benefit is what we do best. Sodespite the considerable challenges of 2009, wedecided that the time to make a decisive step inthis direction is now, at the start of a new decadewith a reshaped, more competitive business.And it’s also only natural that we would engage ourstakeholders in our thinking. Their views on how we mightbetter cover and report on our sustainability efforts havebeen both invaluable and included wherever possible inour new approach.But as a business, we recognise the need to balance ourfinancial sustainability with playing a role in society. Webelieve our new approach strikes the right balance andmakes positive long-term commitments to investments inthe environment, communities, people and partnerships.We will review our progress each year and, as the worldand we change over the coming decade, we will be preparedto adjust our approach to ensure that we continue to meetour responsibilities to all our stakeholders.Our journey is summarised byBrewinga Better FutureOur long-term ambition isTo be theWorld’s Greenest BrewerWe have built ourprogrammes aroundthree strategicimperativesImproveContinuously improvethe environmentalimpact of our brandsand businessEmpowerEmpower ourpeople and thecommunitiesin which we operateImpactPositively impactthe role of beerin societyWe have groupedour 23 programmesinto 6 coreinitiativesGreenBrewerGreenCommerceEngagingEmployeesHeinekenCaresResponsibleConsumptionPartnershipsfor ProgressGovernance, Senior management incentives,Reporting & transparency, Supplier code,Communication & engagement36 Sustainability Report 2009 – Heineken N.V.

“Brewing a Better Future” – A Statement of IntentOur new approach is built on the foundations provided byour three core values – Passion for Quality, The responsibleEnjoyment of our brands and a Respect for people, theenvironment and the society in which we live and work.As the world’s most international brewer, and with more than230 beer brands in our global portfolio, “Brewing a BetterFuture” reflects our intent, our values, our heritage and theplans we have now put in place for the businessesconsolidated in 2009.A Green, Responsible AmbitionGreen is Heineken’s colour and green is synonymous withsustainability. To us, being green is an overarching, allinclusive concept, not simply another word for environmentalcredentials. It means sustainability across all aspects of ourbusiness – not just the environment. Being green is aboutmaking a commitment to people, communities and society.And it means working with others throughout the value chainto make a difference. Whilst we fully recognise thatsustainability is a never-ending journey, we have defined along-term ambition “to be the world’s greenest brewer”meaning when taken as a whole across the spectrum of oursustainability commitments.To ensure a solid reference point for our actions andachievements, we will measure our progress on this journeythrough the SAM Dow Jones Sustainability Index.Three Strategic ImperativesWe have worked hard to define our material impact onsociety and our key externalities. In order to effectivelyaddress these, we have set out three strategic imperativesaround which we have built our programmes:1. Continuously IMPROVE the environmentalimpact of our brands and business2. EMPOWER our people and the communitiesin which we operate3. Positively IMPACT the role of beer in societyCore InitiativesIn considering our future, we have created 23 programmesthat – over the coming 10 years – will bring our words“Brewing a Better Future” to life. In order to focus our efforts,we have grouped the 23 programmes into six core initiatives:• Green Brewer• Green Commerce• Engaging Employees• Heineken Cares• Responsible Consumption• Partnerships for ProgressThis grouping of activities will be the basis of oursustainability reporting in the years to come. Please seeAppendix 1 (pages 38-41) for further information.Enabling our JourneyTo make our journey real, we have taken some significantdecisions that will enable us to fully integrate our planswithin the business. These enablers will be fundamental todelivering our vision and meeting our long-term ambition.The enablers we have defined are senior managementincentives, reporting & transparency, robust governance,renewed supplier code and more consistent communicationand stakeholder engagement.Continuously IMPROVE the environmentalimpact of our brands and business:• By 2020, reduce specific direct and indirectCO 2 emissions from fossil fuels in ourbreweries to 6.4 kg CO 2 /hl• By 2020, reduce specific water consumptionin our breweries to 3.7 hl/hl• Starting 2010, 100% of all replacementfridges based on green technology• By 2020 aim for water neutrality ofbreweries in water-stressed areas• Continually reduce and track the CO 2 footprintof our brands throughout the value chain• By 2020, develop the concept of CO 2 neutralbrewery and implement in at least three sitesEMPOWER our people and the communitiesin which we operate:• In 2010, double, to EUR 20 million,the funding for the Heineken AfricaFoundation, enabling EUR 1 millioninvestment per year thereafter• Ensure access to pre-defined, basic healthcarefor 100% of employees and dependents• By 2020 achieve 60% local sourcingof raw materials in Africa• Aim for accident and incident-freework environment• Implement and audit a new employeerights policy• By 2020 map the economic impactof our business on developing marketsPositively IMPACT the role of beerin society:• By 2015 100% of markets to have apartnership with a third party to help playour part in reducing alcohol related harm• By 2015, include a culturally appropriateresponsibility message on all brands• Continue 100% adherence to rules onResponsible Commercial Communication• Continue 100% adherence to rules onalcohol at work• Partner with industry to address issuesof drinking and driving, self-regulationand non-commercial alcohol• Partner with industry to ensureeffective self-regulationEnabling the JourneyWe have defined 5 key enablers thatwill be fundamental to meeting ourlong-term ambition:• In 2010, introduce incentives for all senior management on sustainability targets• From 2010, every market to have a three year sustainability plan• By 2015 100% of markets to produce local sustainability reports (20 in 2010)• Renewed Supplier Code based on new approach• Executive level Governance modelHeineken N.V. – Sustainability Report 2009 37

AppendicesAppendix 1: Brewinga Better FutureA New Approach for a New DecadeScopeOne of the inconsistencies in our current sustainabilityagenda is that in some areas, the scope is all operationswhere we have technical control (e.g. energy, water andsafety) but limited approval over investments, whereas inother areas the scope is majority owned operations (e.g.supply chain responsibility and our impact on developingmarkets). Another scoping inconsistency relates to thereach of our activities: for example in the area of safetyour activities and consequent reporting relate to accidentsin the production area only.We have therefore defined the scope for our new agenda asall operations where we have a majority share. This way, thescope of our financial reporting and sustainability reportingare fully aligned and we cover all businesses where we areable to fully implement our activities.All new targets and commitments are valid for the operationsthat were fully consolidated in 2009, meaning that in thefuture we will report on the progress for this group. Wewill of course roll-out our programmes to any potentialacquisitions between 2010 and 2020: we will also reportseparately on the progress made in these companies astime goes by.GovernanceTo drive our new agenda, we have redesigned thegovernance for sustainability. We have created an Executivelevel Steering Committee comprising:• Group Corporate Relations Director (Chair)• Group Supply Chain Director• Group Commerce Director• Group Human Resources DirectorThis Steering Committee operates under the responsibilityof the Executive Committee. It will meet four times a year toadvise and challenge the progress on the 23 programmesand their associated targets and commitments. It will seekdirect input from both internal and external stakeholders.It prepares a written report for both the Executive Board andExecutive Committee, defining the actions that should bepart of the Three Year Plans and Key Issues Meetings for theGroup functions, the Regions and the operations in order toachieve our targets. In compliance with the Dutch CorporateGovernance Code, our Supervisory Board will discusssustainability at least once per year.A dedicated management role reporting to the GroupCorporate Relations Director will be responsible for coordinatingstakeholder engagement and co-ordinating andaligning all activities relating to the Sustainability agenda inall relevant Group departments. Sustainability StreamLeaders will drive the programmes that fall under theresponsibility of their specific department.Each of the 23 programmes has a dedicated ‘owner’responsible for steering progress on that programmetowards the 2020 ambition.Twice a year we will seek independent, external input on ouragenda from recognised experts in either sustainability ingeneral or, in one of our specific programme areas.38 Sustainability Report 2009 – Heineken N.V.

Defining the projectTowards the end of 2008 and at the beginning of 2009, weconsulted a great many of our stakeholders. We asked themto tell us how they view our current sustainability activitiesand how they believe key issues will evolve over time andwhat our objectives should be. We also asked them if theseven focus areas we currently address cover all of ourmaterial impacts.In the same period, we produced a comprehensivebenchmark, comparing our own agenda, performance andactivities with those of our peers in the beverages sector aswell as a select group of leading international foodcompanies.From our stakeholder consultation and the benchmark study,we defined six areas where we have a material impactrelevant for what we called the Vision 2020 project. Theseareas were:• Energy and Water: the energy and waterwe use in our own installations• Route to Market Responsibility: our carbon footprintupstream and downstream• Agriculture: mainstreaming sustainabilityfor our raw materials• Employer Responsibility and Employee Rights:covering safety, integrity and employee rights• Responsible Consumption: how to get our efforts in thepromotion of responsible consumption to a higher level• Our impact on Developing Markets: covering CorporateSocial Investment, economic impact, local sourcing andhealthcare to employees and their dependentsWe view our Supplier Code as a critical enabler for the newagenda and it will remain an important pillar of ourapproach to sustainability.Project organisationOverseeing the project was an Executive level SteeringCommittee consisting of:• Group Corporate Relations Director (project principaland business sponsor)• Regional President of Africa and Middle East• Group Supply Chain Director• Group Commerce Director• Group Human Resources DirectorThe role of this group was to challenge findings andoutcomes, resolve dilemmas, make decisions on issues toensure a level of commitment and ownership through bothline and function and appoint a Project Team to oversee anddrive the process.The Project Team comprised senior functional managers anda dedicated project manager to safeguard overall progressand consistency of the outcome. The Project Team supervisedthe work of six working groups that contained experts fromthe Group departments, Regions and Operating Companies.Working group phaseEach working group was tasked with developing a scope forthe workstream, a long-term direction and targets. This workneeded to be supported by a concrete and comprehensiveaction plan for the period 2010-2012, with key milestones tobe achieved in 2015, 2018 and 2020.Working group leaders presented interim conclusions at setintervals to the Project Team, which then prepared thediscussions for the Steering Committee. At the end ofSeptember, the working group phase was concluded.Internal consultation and sign-offTo better understand the relevance of and impact on ouroperations, the Project Team commissioned a broadconsultation on the findings of the working groups. In thiscontext, all Regional Management teams, the managementteams of eleven of our major Operating Companies and allfunctional management teams were consulted.The entire plan and desired governance were presented toand approved by our Executive Committee in its meeting inDecember 2009. Finally, the approved plans were presentedto and discussed by our Supervisory Board in February 2010.Heineken N.V. – Sustainability Report 200939

Appendices10-year ambition and short-term targets to 2012Here we outline the overall ambition that we have definedfor 2020 for the six strategic initiatives and the interimtargets to achieve by the end of 2012 in order to provide asound platform on which to achieve our long-term ambition.1. Green brewerOur Ambition:Use energy in an efficient way and to reduce the associatedfossil CO 2 emissions at least in line with internationalagreements and treaties and, where possible, ahead of these.We will develop the concept of the CO 2 -neutral brewery andimplement this in at least 3 breweries. We will strive to usewater in the most efficient way and without compromisingaccess to water for users of the same source. The used waterwill be returned to the eco-system, in a quality that is suitablefor its next use, or discharged with a quality that does notharm the eco-system or its potential next use. As far as ispossible financially and technically, we will seek to apply thewater-neutrality principle at our breweries and productionunits in water-stressed areas.By 2012:• Average fossil CO2 emission: 8.5 kg/hl *• Specific energy consumption: 155 MJ/hl• Specific water consumption: 4.3 hl/hl• First pilot on water neutrality executed• Energy efficient brewery designed• Water Footprint studies performed• Inventory of energy & water consumption for brewerywarehouses and offices, including studies for improvingenergy & water efficiency2. Green CommerceOur Ambition:Achieve a significant reduction of the carbon footprint of ourbrands and business using stakeholder- accepted models andtools. Transparent reporting against clear benchmarks.Include carbon reduction throughout the value chainsupported by a new supplier code. A significant reduction inthe total carbon load per hectolitre by 2020. Carbon andenvironment are part of the considerations for newpackaging, innovations and business ventures.By 2012:• Develop and execute a baseline carbon footprint model• Design and adopt a new packaging policy with agreedtargets for carbon reduction• Evaluation criteria for new product innovations areintroduced in all regions• Energy reduction of 15% in cooling against index• Continuous roll-out of guidelines on Life Cycle Analysisand carbon footprint for cooling equipment to suppliers• Carbon reduction opportunities in distribution identifiedthrough footprint reviews for Top 20 markets• Distribution efficiency standards defined for ownedand outsourced operations3. Engaging EmployeesOur Ambition:A completely safe and secure working environment for allour employees. Consistent achievement of zero fatalitiesacross our business. All employees fully aware of their rightsand their obligations. Rights part of the annual audit.Employees are routinely engaged in local, regional andinternational activities that support communities and causes.By 2012:• Accident frequency target for supply chain:maximum 1.2 accidents/100FTEs• Safety targets set for non-production related activities• Training modules for employees in high and mediumsafety risk functions rolled out• Integrity included in employee surveys and followed up• Employee Rights policy adopted, implemented and audited• “Day of Giving” programme and volunteering schemeimplemented in 10 operations4. Heineken CaresOur Ambition:To help empower thousands of people across hundreds ofcommunities where we are active via the sustainable localsupply of raw materials, in the right quantity and quality andat a fair and acceptable return and cost. All of our employeesand dependents have access to basic medical care (meetingpre-defined local standards). We will increase the level ofCorporate Social Investment (CSI) in developing markets andwill monitor our economic impact and act in order tomaximise our local economic impact within the economicboundaries of our company.By 2012:• In 2010, double, to EUR 20 million, the funding for theHeineken Africa Foundation, enabling EUR 1 millioninvestment per year thereafter• Local sourcing activities fully evaluatedand regional targets for 2015 are set• Evaluation of our reporting and monitoring systemfor sustainable agriculture and the definition of anaction plan to improve compliance• Standards for sustainable agriculture are alignedwith and verified by stakeholders• Inventory of possible partnerships with NGOsin the area of CSI• All operations that do not meet our defined standardof healthcare include improvement plans in theiroperational planning• Perform 12 Economic Impact Assessments* Target refers to breweries in scope of the Energy Savings Programme40 Sustainability Report 2009 – Heineken N.V.

5. Responsible ConsumptionOur Ambition:That the combined actions of us and all stakeholders result ina decline in levels of abuse. That the beer industry is fullyaccepted as a legitimate and value-adding player in thedevelopment of strategies to address abuse wherever it isevident. That Heineken is recognised as a leading andinnovative player in its actions to promote responsibleconsumption.By 2012:• Development of “Enjoy Heineken Responsibly”to include on trade execution and further extendthe online programme• Horeca Server Programme developed and tested• Retail Programme developed and tested• Develop a specific alcohol and work plan for contractors• Develop and deliver to 100% of commerce/marketingemployees a specific workshop to support our ruleson Responsible Commercial Communication6. Partnerships for ProgressOur Ambition:That the beer industry works routinely together with all thosewho have a responsibility to address alcohol abuse. Thatmeans working with governments, retail, police, judiciary,consumers, NGOs, Horeca amongst others to ensure thatconsumers make positive choices in relation to alcoholconsumption. That at a market level and internationally,all relevant associations have the issue of abuse and/orresponsible consumption as part of their programming.There is a recognition that the responsible consumption ofbeer has a legitimate place in a balanced healthy lifestyle.By 2012:• At least 50 Heineken markets have a partnership with athird party to address alcohol abuse• Criteria for successful partnerships developedand existing partnerships reviewed• Global Actions on Harmful Drinking have beenimplemented as planned in key markets• Industry/Government partnership projects in Ireland,UK implemented and evaluatedHeineken N.V. – Sustainability Report 200941

AppendicesAppendix 2: Reporting basisScopeThe safety and environmental data presented in this reportrelate to the years 2007, 2008 and 2009 for the productionunits of the Heineken operating companies. The term‘production unit’ means breweries, maltings, cider plants,soft drink plants and combinations of these, at which malt,beer, cider and soft drinks are produced. The data cover theproduction units of fully consolidated companies that areincluded in the financial statements. The figures do notinclude distribution departments nor head offices and donot include joint ventures.The volume figures presented in the environmental sectionof this report, based on production, may differ slightly fromthe figures presented in Heineken’s financial report, whichare based on sales. This difference is accounted for byexports and a number of recently acquired production unitsthat have not yet submitted data. Newly acquired productionunits are required to start reporting directly after the firstcalendar year after the date of acquisition.The data presented in the sections on Agriculture, SupplyChain Responsibility, Responsible Beer Consumption andOur Impact on Developing Markets are derived fromdatabases that are available on Group level.Reporting systemsThe maltings, breweries, cider plants and soft-drink plantsgather the data in accordance with guidelines and definitionsformulated by Heineken Supply Chain based on the GlobalReporting Initiative Guidelines (G3 2006). Their reports aresubmitted annually to this Group, where they are checkedfor completeness, plausibility of data and accuracy.TargetsThe Sustainability Report may contain two types of targets:long-term targets and operational targets. Long-term targetshave centrally been set at Group Function level like forenergy consumption. Operational targets are part of thenormal Operational Plan Cycle and are set locally by theproduction unit to fulfill the long-term targets.Each production unit sets annually operational targets for anumber of parameters (e.g. safety, electricity consumption,water consumption) for the three years to come. The targetsare influenced by e.g. changes of production volume andprojects. The aggregated company target of a parameter isthe volume–average of site targets. Therefore, these targetscan differ over the years also due to acquisitions anddivestments.Safety reportingThe safety reporting system is used by the production unitsto record accidents at their locations and report on theconsequences for both their own staff and contractorpersonnel. ‘Own staff’ includes both permanent, temporarystaff and agency personnel. Overtime is included in theproduction workforce calculation. Heineken Supply Chainhas defined six parameters, which must as a minimum bereported at local level, to serve as the basis for measuringthe results achieved by our breweries, maltings andsoftdrink plants. These results are expressed in twoperformance indicators.A training course is also provided at the request of theproduction units to instruct employees in the productionunits on accurate acquiring, verification and filing of data.Visits have been conducted by Heineken Internal Audit andHeineken Supply Chain to check the quality of theinformation they provide by comparing it with invoices,measurements, calculations, etc. Additionally, all datahave been subject to internal audit activities.42 Sustainability Report 2009 – Heineken N.V.

Environmental reportingThe purpose of environmental reporting is to clarify theenvironmental effects of producing malt, beer, cider and softdrinks at our production locations. These effects includedepletion of resources, emissions and nuisance. To measurethe results achieved in these areas, Heineken Supply Chainhas defined 8 key parameters for our breweries, maltings,cider plants and soft-drink plants. Performance is measuredfor 4 parameters in terms of production, expressed inhectolitres of beer, cider and soft drinks or tonnes of malt,to facilitate comparison of the results.The greenhouse effect covers CO 2 and refrigerant emissions.The ozone layer depletion covers refrigerant losses (e.g.HCFCs), acidification covers NOx, SOx, and NH 3 emissions,nutrification covers COD, nitrogen and phosphorus inwastewater after treatment, where discharged into surfacewater. Waste management deals with the destination of ourby-products and hazardous waste.Safety parameters and indicatorsParameters Fatal accidents Fatalities, own staff and contractor personnelAccidents resulting in permanent disabilityPermanent disabilities, own staffAccidents resulting in absence from workAccidents, own staff and contractor personnelDays absentAbsence, own staff in calendar daysWorkforceExpressed in Full Time EquivalentsNumber of complaintsExternal complaints related to nuisancePerformanceindicatorsAccident frequencyOwn staff, number of accidents resulting in absencefrom work per 100 full-time equivalents (FTE)Accident severityOwn staff, days absence from work per 100 full-timeequivalents (FTE)Heineken N.V. – Sustainability Report 200943

AppendicesEnvironmental parameters and indicatorsParameters Thermal energy consumption Consumption of thermal energy in MJ (thecorresponding CO 2 emission is derived from thisfigure using the WBCSD Protocol)Electricity consumptionConsumption of electrical energy in kWhWater consumption Water consumption in m 3Solid waste disposalCOD load of effluentWaste water treatedEnvironmental accidentNon-recycled waste in kg such as hazardous waste,waste water treatment sludge and industrial wasteThe Chemical Oxygen Demand of the treated oruntreated waste water leaving the production unitand discharged to surface water in kgThe number of units discharging waste wateruntreated in the environment (status of theWaste Water Treatment Plant programme)Environmental or industrial safety accident withoff-site effect = an uncontrolled event with thepotential of harming human life, property or theecosystem.PerformanceindicatorsSpecific thermal energy consumptionSpecific electricity consumptionSpecific CO 2 consumptionSpecific water consumptionThermal energy consumption per unit produced inMJ/hl beer, cider plus soft drinksElectricity consumption per unit produced in kWh/hlbeer, cider plus soft drinksFossil carbon dioxide emission (direct and indirect)per unit produced in kg/hl beer, cider plus soft drinksderived from the thermal energy and electricityconsumptionWater consumption per unit produced in hl/hl beer,cider plus soft drinks44 Sustainability Report 2009 – Heineken N.V.

Qualified reliability of safety and environmental dataThe reliability of the data is subject to certain qualifications,despite the fact that the safety and environmental expertsat our production units have reported to the best of theirknowledge, in good faith and in accordance with agreedprocedures and Heineken Supply Chain has validated theirfigures. Heineken is continuing to work on formulating andapplying uniform definitions and instructions for reportingpurposes, in order to improve the accuracy and comparabilityof the data. Standard calculation protocols for atmosphericemissions have been developed, for example, to minimise theerror in these figures. Standard calculation tools are alsopresent for refrigerant losses and waste discharge.DefinitionsDifferences in the interpretation of definitions have occurredin some cases. On the basis of our internal validation findings,we do not expect these differences at the aggregated levelto be material.CompletenessReporting was not forthcoming or incomplete in some cases.Often newly acquired production units need to improvetheir reporting system, especially on complaint andexternal accident registration, accident severity and CODmeasurement. In order to provide a realistic representationof Heineken’s total environmental impact, the missing datahas been estimated in accordance with our internalprocedures for incomplete reports. Our operating companieshave estimated some data. Production units that did notreport have been listed in a footnote and in this caseestimates have not been included. The environmental reportof Rouiba (Algeria) and the safety report of Aba Malting(Nigeria) have not been returned and so have not beenincluded in the Sustainability Report. The effect is not material.AccuracyThe accuracy of the data depends on the method ofmeasurement, the calculation procedure and whetherestimates have been used. For some parameters, thesampling method and frequency, as for Chemical OxygenDemand, can also affect the accuracy. The quantity ofrefrigerant is difficult to establish because it is used indynamic systems in which it can occur in both the liquid andgaseous phase. Refrigerant losses are determined on thebasis of the quantities added to replenish systems. At anumber of production units, waste is removed from the sitein containers of a given volume, and inaccuracies can arisein translating volume to weight. In the absence of locallegislation in some countries outside Europe, the definitionof hazardous waste is not always clear. In some cases,hazardous waste is safely recycled and is no longerdesignated as hazardous. The scope and workforce sizerelated to the accident frequency can give rise toinaccuracies in some locations due to the misinterpretationof overtime and number of temporary personnel.ComparabilityEach parameter to be reported has accurately been definedin the Safety Standards & Procedures and EnvironmentalStandards & Procedures.The comparability of the data depends on the extent to whichestimates have been used in determining the performanceindicators. Where estimates have been used in interpretingtrends, it is stated in the text of this report. The comparisonof data has been carried out over a three-year period such tolimit the influence of incidental fluctuations.Since no material changes have been made to definitions,calculations or estimating procedures, there is comparabilityfrom year to year, except when indicated in the text of thisreport.In 2009 the scope of reporting has changed in line with theHeineken N.V. Annual Report 2009 : joint ventures are nolonger included which means that the following units havebeen excluded in 2009 compared to 2008: Brazzaville, PointeNoire, Netanya, Salta, Santa Fe, Antofagasta, Santiago,Temuco, Pnomh Penh, Hainan, Shanghai, Maharashtra,Hyderabad, Vientiane, Kuala Lumpur, Ulaanbaatar,Waitemata, Greymouth, Pahaitua, Timaru, Port Moresby,Lae, Singapore, Da Nang, Ho Chi Minh City, Quang Nam,Tien Giang, Stara Zagora, Bad Brambach, Chemnitz, Hof,Kulmbach, Munich, Plauen, Rosenheim, Würzburg,Donaueschingen Mossautal, Karlsruhe, Skopje.Heineken N.V. – Sustainability Report 200945

AppendicesAppendix 3: Overview ofenvironmental performanceAbsolute figuresHeineken GroupGroup VolumeConsolidatedvolumeConsolidatedvolumePerformance indicator Unit 2007 2008 2008 2009Beer production Mhl 135.2 158.9 127.9 119.6Cider production Mhl 0.0 3.8 3.8 3.6Soft drink production Mhl 11.2 15.5 12.0 12.6Malt production ktons 612 600 600 586Water Mm 3 78.1 89.8 71.6 68.2Waste water Mm 3 56.0 64.7 51.7 48.7Electricity GWh 1,450 1,690 1,340 1,230Thermal energy PJ 16.0 18.2 14.4 13.6CO 2 emissions (direct) ktons 1069 1187 904 848NO x emissions tons 1,810 2,070 1,580 1,480SO x emissions tons 3,490 3,160 1,940 2,040Organic load before treatment ktons COD 150 179 141 129Effluent organic load* ktons COD 28.1 30.3 15.9 17.3Effluent total nitrogen* tons N 913 1211 736 754Effluent total phosphorous* tons P 548 689 483 1588Effluent suspended solids* ktons d.m. 6.77 7.20 4.39 6.86Total hazardous waste ktons 1.51 1.95 1.70 1.81Non-recycled hazardous waste ktons 0.36 0.74 0.69 0.81Total waste water sludge ktons d.m. 10.06 13.03 10.60 12.14Non-recycled waste water sludge ktons d.m. 2.91 2.22 1.42 3.28Total co-products, packaging & industrial waste ktons 2,790 3,180 2,580 2,340Non-recycled industrial waste ktons 132 151 127 125NH 3 in use tons 927 1049 782 862NH 3 losses tons 75 95 71 76HC based refrigerants in use tons 38 51 33 36HC based refrigerants lost tons 17 15 14 15kg R11 equivalents 1,518 1,803 1,739 1,138ktons CO2 equivalents 37.3 37.4 34.7 35.2Halons in use tons 1.26 1.05 0.24 0.27Environmental and safety complaints number 37 74 65 75Environmental and safety accidents with off-site effects number 64* discharged to surface waterNOTE: no report was received from Rouiba46 Sustainability Report 2009 – Heineken N.V.

Breweries, Cider & Soft drink plantsMalting plantsGroup VolumeConsolidatedvolumeConsolidatedvolumeGroup VolumeConsolidatedvolumeConsolidatedvolume2007 2008 2008 2009 2007 2008 2008 2009– – – – – –– – – – – –– – – – – –75.5 87.2 69.0 65.7 2.6 2.5 2.5 2.4– – – – – – – –1,370 1,620 1,370 1,270 80 71 70 8014.4 16.7 12.9 12.2 2 1 1 1982 1115 832 778 87 72 72 711,740 2,000 1,740 1,510 80 69 70 703,430 3,140 3,430 1,930 60 16 20 40147 176 138 126 3.52 2.74 2.74 2.98– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –– – – – – –Heineken N.V. – Sustainability Report 200947

AppendicesSpecific figures: Breweries and soft drink plantsPerformance indicator Unit 2007Achieved*2008Reported2008Restated2009 2012Water hl/hl 5.15 5.06 5.05 4.77Targets hl/hl 4.7 4.3Electricity kWh/hl 9.31 9.17 9.02 8.99Targets kWh/hl 8.8 7.9Thermal energy MJ/hl 98 96 93 89Targets MJ/hl 91 77Non-recycled industrial waste kg/hl 0.91 0.99 1.09 0.89Targets kg/hl 0.8 0.7Direct CO 2 emission kg CO 2 /hl 6.70 6.70 6.34 5.72Targets kg CO 2 /hl 5.9 4.9Indirect CO 2 emission kg CO 2 /hl 3.83 3.65 3.51 3.71Targets kg CO 2 /hl 3.8 3.3Total CO 2 emission kg CO 2 /hl 10.5 10.4 9.9 9.4Targets kg CO 2 /hl 9.6 8.3* performance data of 2009 relate to companies that were part of the Heineken Group in 2008. The targets for 2009 and beyond relate to the companies that arepart of the Heineken Group in 200948 Sustainability Report 2009 – Heineken N.V.

Specific figures Malting plantsPerformance indicator Unit 2007Achieved*2008Reported2008Restated2009 2012Water m 3 /ton 4.11 4.17 4.17 4.22Targets m 3 /ton 4.2 3.8Electricity kWh/ton 127 127 127 118Targets kWh/ton 119 112Thermal energy MJ/ton 2,660 2,592 2,592 2,470Targets MJ/ton 2,430 2,240* performance data of 2009 relate to companies that were part of the Heineken Group in 2008. The targets for 2009 and beyond relate to the companies that arepart of the Heineken Group in 2009Heineken N.V. – Sustainability Report 200949

AppendicesAppendix 4: Assurance reportfrom KPMGIndependent Assurance ReportTo the readers of the HeinekenSustainability Report 2009We were engaged by the Executive Board ofHeineken N.V. (‘Heineken’) to provide limitedassurance on the Heineken Sustainability Report2009 (further referred to as ‘The Report’).The Report, including the identification ofmaterial issues, is the responsibility of thecompany’s management. Our responsibility isto issue an assurance report on The Report.What was included in the scope of our assuranceengagement?Our engagement was designed to provide the readersof The Report with limited assurance on whether theinformation in The Report is in all material respectsfairly stated in accordance with the reporting criteriadescribed below.Procedures performed to obtain a limited level of assuranceare aimed at determining the plausibility of information andare less extensive than those for a reasonable level ofassurance. To obtain a thorough understanding of thefinancial results and financial position of Heineken N.V.the reader should consult the Heineken audited financialstatements for the year ended 31 December 2009.Which reporting criteria did Heineken use?Heineken applies its own sustainability performancereporting criteria, derived from the Sustainability ReportingGuidelines of the Global Reporting Initiative (G3), as detailedin the ‘Reporting basis’ on pages 42-45. It is important to viewthe performance data in the context of this explanatoryinformation. We believe that these criteria are suitable inview of the purpose of our assurance engagement.Which assurance standard did we use?We carried out our engagement in accordance with Standard3410N ‘Assurance engagements relating to sustainabilityreports’ of the Royal Netherlands Institute ofRegisteraccountants. This Standard requires, amongstothers, that the assurance team possesses the specificknowledge, skills and professional competencies needed tounderstand and review the information in The Report, andthat they comply with ethical requirements, includingindependence requirements.50 Sustainability Report 2009 – Heineken N.V.

What did we do to reach our conclusions?To provide limited assurance on whether the informationin The Report is fairly stated we:• performed a media analysis and internet searchon environmental, safety and social issues relatingto Heineken, to obtain information on relevantsustainability issues in the reporting period;• reviewed the follow up of the stakeholder dialoguein The Report;• reviewed the systems and processes for informationmanagement, internal control and processing of thequalitative and quantitative information in The Report,at corporate level;• reviewed the systems used for generating, validatingand aggregating the environmental and safety dataat corporate level;• visited three sites in Nigeria, Spain and The Netherlandsto assess the quality of the local data management systemsand the reliability of the reported data;• reviewed the results of twelve local data managementaudits performed by Heineken Internal Audit;• reviewed Heineken Internal Audit activities to determinethe plausibility of the information in The Report;• collected and reviewed internal and externaldocumentation to determine whether the qualitativeinformation is supported by sufficient evidence;• assessed the reasonableness of the assumptionsunderlying the forward-looking statements set outin The Report;• evaluated whether the information presented in TheReport is in line with our overall knowledge of, andexperience with, sustainability at Heineken.What else did we observe?Without affecting the conclusions presented above, we wouldlike to draw readers’ attention to the following:Over the recent years, the results of the internal and externalreview activities have shown that the quality of datamanagement systems at breweries varies per region. In 2009,Heineken has increased the number and quality of reviewson data management systems at breweries. In light ofHeineken’s assurance ambitions, we recommend to furtherimprove the quality of data management and review byapplying a risk based regional focus.Amsterdam, 2 April 2010KPMG SustainabilityW.J. Bartels RADuring the assurance process we discussed changes to thevarious drafts of The Report with Heineken, and reviewed thefinal version of The Report to ensure that it reflected ourfindings.What are our conclusions?Based on the procedures performed, as described above, theinformation in The Report does not, in all material respects,appear to be unfairly stated in accordance with the criteriadescribed in ‘Reporting basis’ on pages 42-45.Heineken N.V. – Sustainability Report 200951

AppendicesReference informationA Heineken N.V. publicationHeineken N.V.P.O. Box 281000 AA AmsterdamThe Netherlandstelephone +31 20 523 92 39fax +31 20 626 35 03E-mail:Internet:See also:responsibility@heineken.comwww.sustainabilityreport.heineken.comwww.heinekeninternational.comwww.enjoyheinekenresponsibly.comwww.heineken.comCopies of the Sustainability Report and further informationare obtainable from the Group Corporate Relationsdepartment via www.heinekeninternational.comProduction and editingHeineken N.V. Group Corporate RelationsGraphic design and electronic publishingAddison Corporate Marketing Ltd, LondonPrintingBoom & van Ketel grafimedia, Haarlem,the NetherlandsBinding and distributionHexspoor, Boxtel, the NetherlandsPaper9lives 55 silk 300 gms cover9lives 55 silk 130 gms text pages9lives 55 is produced by an ISO 14001 accreditedmanufacturer and is certified as an FSC mixed sourcesproduct. It is produced with 55 per cent recycled fibrefrom both pre- and post-consumer sources, togetherwith 45 per cent virgin elementary chlorine free (ECF)fibre sourced from well-managed forests.TextHeineken N.V. Group Corporate RelationsIllustrationPaul Oakley, LondonPhotographyAndreas Pohlmann, MunichHeineken International, AmsterdamAll brand names mentioned in this report, including –but not limited to – those not marked by an ® representregistered trade marks and are legally protected.52 Sustainability Report 2009 – Heineken N.V.

Also seewww.enjoyheinekenresponsibly.com