Who Owns Heineken Brand
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The Deity's Beer List.Xls
Page 1 The Deity's Beer List.xls 1 #9 Not Quite Pale Ale Magic Hat Brewing Co Burlington, VT 2 1837 Unibroue Chambly,QC 7% 3 10th Anniversary Ale Granville Island Brewing Co. Vancouver,BC 5.5% 4 1664 de Kronenbourg Kronenbourg Brasseries Stasbourg,France 6% 5 16th Avenue Pilsner Big River Grille & Brewing Works Nashville, TN 6 1889 Lager Walkerville Brewing Co Windsor 5% 7 1892 Traditional Ale Quidi Vidi Brewing St. John,NF 5% 8 3 Monts St.Syvestre Cappel,France 8% 9 3 Peat Wheat Beer Hops Brewery Scottsdale, AZ 10 32 Inning Ale Uno Pizzeria Chicago 11 3C Extreme Double IPA Nodding Head Brewery Philadelphia, Pa. 12 46'er IPA Lake Placid Pub & Brewery Plattsburg , NY 13 55 Lager Beer Northern Breweries Ltd Sault Ste.Marie,ON 5% 14 60 Minute IPA Dogfishhead Brewing Lewes, DE 15 700 Level Beer Nodding Head Brewery Philadelphia, Pa. 16 8.6 Speciaal Bier BierBrouwerij Lieshout Statiegeld, Holland 8.6% 17 80 Shilling Ale Caledonian Brewing Edinburgh, Scotland 18 90 Minute IPA Dogfishhead Brewing Lewes, DE 19 Abbaye de Bonne-Esperance Brasserie Lefebvre SA Quenast,Belgium 8.3% 20 Abbaye de Leffe S.A. Interbrew Brussels, Belgium 6.5% 21 Abbaye de Leffe Blonde S.A. Interbrew Brussels, Belgium 6.6% 22 AbBIBCbKE Lvivske Premium Lager Lvivska Brewery, Ukraine 5.2% 23 Acadian Pilsener Acadian Brewing Co. LLC New Orleans, LA 24 Acme Brown Ale North Coast Brewing Co. Fort Bragg, CA 25 Actien~Alt-Dortmunder Actien Brauerei Dortmund,Germany 5.6% 26 Adnam's Bitter Sole Bay Brewery Southwold UK 27 Adnams Suffolk Strong Bitter (SSB) Sole Bay Brewery Southwold UK 28 Aecht Ochlenferla Rauchbier Brauerei Heller Bamberg Bamberg, Germany 4.5% 29 Aegean Hellas Beer Atalanti Brewery Atalanti,Greece 4.8% 30 Affligem Dobbel Abbey Ale N.V. -
Guia De Estilos De Cervejas Bjcp 2015
GUIA DE ESTILOS DE CERVEJAS BJCP 2015 Tradução Livre Mauro Manzali Bonaccorsi Abril 2016 i ÍNDICE DE CONTEÚDOS INTRODUÇÃO AO GUIA 2015 ..................... iv 5B. Kölsch................................................ 15 Estilos e Categorias .................................... iv 5C. German Helles Exportbier ................ 17 Nomeação de Estilos e Categorias ............. v 5D. German Pils ...................................... 17 Usando o do Guia de Estilos....................... vi Formato de uma Descrição de Estilo ........ viii 6. AMBER MALTY EUROPEAN LAGER ..... 19 Linguagem para a Descrição de Estilo......... x 6A. Märzen ............................................. 19 6B. Rauchbier ......................................... 20 INTRODUÇÃO AOS ESTILOS DE CERVEJA .... xi 6C. Dunkles Bock .................................... 21 Categorização Básica ................................. xi Atributos Comuns a todos os Estilos de 7. AMBER BITTER EUROPEAN BEER ....... 22 Cerveja ....................................................... xii 7A. Vienna Lager .................................... 22 Glossário .................................................. .xiii 7B. Altbier .............................................. 23 Termos para o lúpulo ............................... xiii 7C. Kellerbier .......................................... 24 Termos para o malte e o mosto................ xiii Kellerbier: Pale Kellerbier....................... 25 Termos para a levadura e a fermentação. xiv Kellerbier: Amber Kellerbier .................. 26 Termos -
Heineken Holding NV 2020 Annual Report
HEINEKEN HOLDING N.V. ANNUAL REPORT 2020 2A02n0nEstablished in Amsterdamu 2 Profile Heineken Holding N.V., which holds 50.005% of the issued share capital of Heineken N.V., heads the HEINEKEN group. The object of Heineken Holding N.V. pursuant to its Articles of Association is to manage or supervise the management of the HEINEKEN group and to provide services for Heineken N.V. It seeks to promote the continuity, independence and stability of the HEINEKEN group, thereby enabling Heineken N.V. to grow in a controlled and steady manner and to pursue its long-term policy in the interest of all stakeholders. Heineken Holding N.V. does not engage in operational activities itself. These have been assigned within the HEINEKEN group to Heineken N.V. and its subsidiaries and associated companies. Heineken Holding N.V.’s income consists exclusively of dividends received on its interest in Heineken N.V. Every Heineken N.V. share held by Heineken Holding N.V. is matched by one share issued at the level of Heineken Holding N.V. The dividend payable on the two shares is identical. Heineken Holding N.V. shares are listed on Euronext Amsterdam. Page 2 This Annual Report can be downloaded from www.heinekenholding.com Heineken Holding N.V. Annual Report 2020 3 Contents Shareholder Information Board of Directors Report of the Board of Directors Financial Statements 2020 Other Information Contents 2 Profile 01 Shareholder Information 02 Report of the Board of Directors 04 Other Information 5 Heineken Holding N.V. 10 Report of the Board of Directors 74 Other information 6 Heineken N.V. -
Brewing a Better World
Sustainability Report 2014 HEINEKEN UK Brewing a Better World Rod Lees Orcharding Manager Introduction The big picture Our focus areas Values and behaviours Going Forward Introduction The big picture Our focus areas Values and behaviours Going Forward Welcome to our 2014 Sustainability Report Our Values Our values represent what we stand for as a business and employer. They inspire us and are brought to life by our colleagues at every level and function and of our business. Our long-standing company values are: Jeremy Beadles Enjoyment Respect Quality Corporate Relations Director We’re committed to delighting We have respect for individuals, Our passion for quality is at the heart consumers, day in, day out, with society and the environment. of everything we do. perfect cider & beer experiences. HEINEKEN is the country’s leading cider and beer company and part of HEINEKEN N.V., the world’s most international brewer. Our brands Enjoyment Respect Quality Livingston We’re cFiorstm Pointm itted to delighting We have respect for individuals, Our passion for quaEdinbulity righs at the heart Broadway Park customer contact 342 Colleagues are known and loved across the UK and consumecentrers, day 192in C,olleagues day out, with society and the environment. of everything we dooffice. include Foster’s, Heineken®, Strongbow, perfLivingstonect cider & beer experiences. Edinburgh Caledonian Brewery Edinburgh 0.2mhl 46 Colleagues Caledonian Brewery Kronenbourg 1664, Desperados, John Smith’s Tadcaster Brewery 338 Colleagues 3.5mhl and Bulmers alongside -
Tilburg University Expansion Patterns of Dutch Firms in Central And
Tilburg University Expansion patterns of Dutch firms in Central and Eastern Europe Drogendijk, H.J. Publication date: 2001 Document Version Publisher's PDF, also known as Version of record Link to publication in Tilburg University Research Portal Citation for published version (APA): Drogendijk, H. J. (2001). Expansion patterns of Dutch firms in Central and Eastern Europe: Learning to internationalize. CentER, Center for Economic Research. General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal Take down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Download date: 29. sep. 2021 Expansion patterns of Dutch firms in Central and Eastern Europe: learning to internationalize Expansion patterns of Dutch firms in Central and Eastern Europe: learning to internationalize Proefschrift ter verkrijging van de graad van doctor aan de Katholieke Universiteit Brabant, op gezag van de rector magnificus, prof. dr. F.A. van der Duyn Schouten, in het openbaar te verdedigen ten overstaan van een door het college voor promoties aangewezen commissie in de aula van de Universiteit op vrijdag 7 december 2001 om 14:15 uur door Henrieke Johanna Drogendijk geboren op 8 januari 1971 te Amsterdam Promotor: prof. -
Sungard Availability Services —A Steady, Trusted Partner for Business Continuity
WORKPLACE RECOVERY HEINEKEN CASE STUDY SUNGARD AVAILABILITY SERVICES —A STEADY, TRUSTED PARTNER FOR BUSINESS CONTINUITY HEINEKEN, the UK’s leading pub, cider and beer company, is the name behind iconic drinks brands such as Strongbow, Bulmers, Foster’s, Kronenbourg 1664 and Heineken®, together with a range of speciality brands. It employs 2,300 people in the UK and has breweries, cider plants and offices in Edinburgh, Tadcaster, Manchester, London, Hereford and Ledbury. ABOUT HEINEKEN “Heineken has been a Sungard Availability Services customer for as long as I’ve been Heineken — the world’s most international coordinating business continuity so that’s at least ten years. We rely on their Workplace brewer. It is the leading developer and Recovery services at Livingston Workplace Recovery Centre to support our Edinburgh marketer of premium beer and cider HQ. This means if we were to experience problems — a power cut, fire, flood or major brands. Led by the Heineken® brand, the accident blocking road access to our offices, for example— business-critical functions Group has a portfolio of more than 300 would still be able to operate. international, regional, local and speciality beers and ciders. We are committed to We run a substantial pub estate so it’s good to know some of the key support functions, innovation, long-term brand investment, including Planning and our Customer Hub Contact Centre, would have alternative office disciplined sales execution and focused accommodation to go to. Even comparatively short disruptions to one of these functions cost management. could result in our deliveries being impacted and so affect some of the company’s 2700 pubs and bars across the country. -
Asia Pacific Breweries' Anchor Beer in Singapore (A) : a Repositioning Decision
This document is downloaded from DR‑NTU (https://dr.ntu.edu.sg) Nanyang Technological University, Singapore. Asia Pacific Breweries' anchor beer in Singapore (A) : a repositioning decision Chung, Cindy Mann Yien; Tan, Shirley 2003 Chung, C. M. Y., & Tan, S. (2003). Asia Pacific Breweries' Anchor Beer in Singapore (A): A Repositioning Decision. Singapore: The Asian Business Case Centre, Nanyang Technological University https://hdl.handle.net/10356/100075 © 2003 Nanyang Technological University, Singapore. Downloaded on 02 Oct 2021 01:08:07 SGT AsiaCase.com the Asian Business Case Centre ASIA PACIFIC BREWERIES' ANCHOR BEER IN Publication No: ABCC-2003-012A SINGAPORE (A): A REPOSITIONING DECISION Print copy version: 7 Oct 2003 Chung Mann Yien, Cindy and Shirley Tan In August 2001, Dorit Grueber, Assistant General Manager (Marketing) and Melvyn Ng, Senior Brand Manager (Specialty Brands), were discussing Anchor’s future and examining the remaining three options available to them. Asia Pacific Breweries was the largest brewery in Singapore with operations in several countries, including Malaysia, Cambodia, Thailand, Vietnam, China, and New Zealand. Anchor beer was a mainstream value label that had been in the market for more than 70 years. The brand suffered ten years of continuous decline in the 1990s and its market share had fallen to less than 6 percent. At this time some drastic decisions were clearly needed to either reposition or retire the non-performing brand. The two marketers were charged with the responsibility to evaluate the potential of Anchor beer and to define a new strategic role if possible. Melvyn Ng believed that repositioning was the best option but must now convince Dr. -
Game, Set, Watched: Governance, Social Control and Surveillance in Professional Tennis
GAME, SET, WATCHED: GOVERNANCE, SOCIAL CONTROL AND SURVEILLANCE IN PROFESSIONAL TENNIS By Marie-Pier Guay A thesis submitted to the Department of Sociology in conformity with the requirements for the Degree of Master of Arts Queen’s University Kingston, Ontario, Canada November, 2013 Copyright © Marie-Pier Guay, 2013 Abstract Contrary to many major sporting leagues such as the NHL, NFL, NBA, and MLB, or the Olympic Games as a whole, the professional tennis industry has not been individually scrutinized in terms of governance, social control, and surveillance practices. This thesis presents an in-depth account of the major governing bodies of the professional tennis circuit with the aim of examining how they govern, control, constrain, and practice surveillance on tennis athletes and their bodies. Foucault’s major theoretical concepts of disciplinary power, governmentality, and bio-power are found relevant today and can be enhanced by Rose’s ethico-politics model and Haggerty and Ericson’s surveillant assemblage. However, it is also shown how Foucault, Rose, and Haggerty and Ericson’s different accounts of “modes of governing” perpetuate sociological predicaments of professional tennis players within late capitalism. These modes of surveillance are founded on a meritocracy based on the ATP and WTA rankings systems. A player’s ranking affects how he or she is governed, surveilled, controlled, and even punished. Despite ostensibly promoting tennis athletes’ health protection and wellbeing, the systems of surveillance, governance, and control rely on a biased and capitalistically-driven meritocracy that actually jeopardizes athletes’ health and contributes to social class divisions, socio- economic inequalities, gender discrimination, and media pressure. -
Caracterização Da Empresa
Flávia Alexandra Pedro Fernandes Licenciada em Biologia Celular e Molecular Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril Dissertação para obtenção do Grau de Mestre em Tecnologia e Segurança Alimentar – Ramo Qualidade Alimentar Orientador: Professora Doutora Ana Lúcia Leitão, FCT/UNL Co-Orientador: Doutor Pedro Vicente, SCC Juri: Presidente: Doutora Benilde Simões Mendes Vogais: Doutor José Fernando Gomes Requeijo Eng.ª Maria Dulce Brás Trindade da Silva Doutora Ana Lúcia Monteiro Durão Leitão Dr. Pedro Miguel dos Reis Vicente Março 2012 Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril ii Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril Flávia Alexandra Pedro Fernandes Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril Março 2012 iii Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril “Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril” Copyright ©, Flávia Alexandra Pedro Fernandes, FCT/UNL e UNL. A Faculdade de Ciências e Tecnologia e a Universidade Nova de Lisboa têm o direito, perpétuo e sem limites geográficos, de arquivar e publicar esta dissertação através de exemplares impressos reproduzidos em papel ou de forma digital, ou por qualquer outro meio conhecido ou que venha a ser inventado, e de a divulgar através de repositórios científicos e de admitir a sua cópia e distribuição com objectivos educacionais ou de investigação, não comerciais, desde que seja dado crédito ao autor e editor. iv Melhoria dos indicadores microbiológicos em linhas de enchimento de cerveja em barril AGRADECIMENTOS Foram muitas as pessoas que me apoiaram na execução deste trabalho e a quem estou profundamente grata. -
Investigate Succession in a Family Business in the Beer Industry
Succession in a Family Business in the Beer Industry by Bertram S. Human Submitted in partial fulfillment of the requirements of the degree of Masters in Business Administration at the Nelson Mandela Metropolitan University Nov 2013 Promoter/Supervisor: Dr. M Cullen ACKNOWLEDGEMENTS I would like to extend my heartfelt appreciation to the following: During the theoretical part of the MBA, NMMU assigned me to Syndicate Group 7.1. I would like to thank this group for all the hard work and for staying so focused on delivery. An informal group developed with members from across other formal groups named “Da BORG”. To Da BORG I would like to extend my heartfelt appreciation and acknowledgement for their contribution in my intellectual growth during this journey. Dr. M. Cullen persevered with me and for this I am grateful. Lance Kajokoto was a steady rock and his quest for excellence was motivating. I have been encouraged by the struggles of the lives of Rev RBJ and Mrs. Human (De and Ma). I express thanks to my wife and son for the unwavering support through this entire journey. I give glory to God my Maker who has blessed me with an abundance in every aspect of my life. i ABSTRACT Every business organisation has a unique set of challenges and problems. The family business is mainly affected by personal factors and family political influences. Most family business political influences are based on succession. Many of these problems exist in corporate business environments, but can be exaggerated in a family business. Family businesses go through various stages of growth and development over time. -
In All the Colours of Istria… in Allen Farben Istriens…
In all the colours of Istria… In allen Farben Istriens… Savudrija Umag Buje Savudrija Brtonigla Buje Novigrad Umag Grožnjan Poreč Oprtalj Pazin Brtonigla Livade Novigrad Rovinj Rabac Pula Umag, Novigrad, Brtonigla, Buje …new landscapes along with a vacation fulfilled with simple beauty await you here. Kilometres of sunbathed coastline, beautiful beaches and bays wrapped by a crystal clear sea, charming fisherman villages offering a warm welcome… The land and the sea offer multiple possibilities for adventure, sports experiences as well as a taste of Istria’s rich tradition. Just a little further from the coast you can find vineyards, olive-groves and fields in the inland that render delicacies worthy divinities. Look for them in households of the nice local people, meet the abundance of tastes and historic hinter- land of hilly towns… and you have met Istria in all its colours… Umag, Novigrad, Brtonigla, Buje …hier erwarten Sie neue Landschaften, ein durch einfache Schönheit erfüllter Urlaub. Kilometerlan- ge in Sonne gebadete Küstenstreifen, mit klarem Wasser umrandete Strände und Buchten, Fischer- ortschaften, die einen besonderen Charme versprühen und Ihnen ein warmherziges Willkommen wünschen… Das Meer und die Erde bieten unzählige Möglichkeiten für Abenteuer, Sporterlebnisse und den Reichtum an Tradition. Unweit der Küste finden Sie sich im Landesinneren in Weinbergen, Olivenhainen und Feldern, in denen Delikatessen geerntet werden können, die Gottheiten würdig wären. Suchen Sie diese in Familienhöfen lieber Leute auf, lernen Sie die Vielfalt der Geschmäcke sowie das historische Hinterland der hügelige Städtchen kennen… nur dann werden Sie Istrien in allen ihren Farben kennen…. In all the colours of taste… In allen Farben der Geschmäcke… Sun, fertile soil and experience that have been transmitted since the sixth century from generation to generation are trump cards that influence the quality and recognisability of Istrian wines. -
Annual Report 2006
2006 Banco do Brasil Annual Report Table of Contents Foreign Trade .......................................................... 83 Foreign Trade Products and Services ..................................... 83 Presentation Foreign Trade Relationship Channels ...................................... 86 Corporate Profile ....................................................... 8 Foreign Market ......................................................... 88 Mission, Values and Main Leaderships ..................................... 9 Capital Market ......................................................... 92 Ratings ....................................................................................... 10 Asset Management. ................................................. 94 BB Highlights ............................................................................. 11 Message from the Chairman ..................................... 14 Internal Process Outlook .............................. 96 Messages from the CEOs ................................. 16 General Policies ....................................................... 99 Risk Management .................................................... 101 Introduction ................................................................ 20 Credit Collection and Recovery ............................... 105 Cost Reductions ...................................................... 105 Macroeconomic Panorama ........................... 22 Internal Controls ...................................................... 107 Technology,