DOCSLIB.ORG

Heineken N.V. Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Heineken N.V. Contents Heineken N.V. From Wikipedia, the free encyclopedia Jump to navigation Jump to search Dutch multinational brewing company For other uses, see Heineken (disambiguation). Heineken N.V. (<small>Dutch pronunciation:#32;</small>[ink(n)]; at times self- styled as HEINEKEN) is a Dutch multinational brewing company, founded in 1864 by Gerard Adriaan Heineken in Amsterdam. As of 2017, Heineken owns over 165 breweries in more than 70 countries. It produces 250 international, regional, local and speciality beers and ciders and employs approximately 73,000 people. With an annual beer production of 188,300,000 hectolitres (160,500,000#160;US#160;bbl) in 2015, and global revenues of 20.511 billion euro in 2015, Heineken N.V. is the number one brewer in Europe and one of the largest brewers by volume in the world. Heineken’s Dutch breweries are located in Zoeterwoude, ’s-Hertogenbosch and Wijlre. The original brewery in Amsterdam, closed in 1988, is preserved as a museum called Heineken Experience. Since the merger between the two largest brewing empires in the world, Anheuser-Busch InBev and SABMiller, in October 2016, Heineken has been the second-largest brewer in the world. Contents • 1 History – 1.1 Gerard Adriaan Heineken – 1.2 Henry Pierre Heineken – 1.3 Alfred Henry Heineken – 1.4 Present • 2 Global structure – 2.1 Executive team – 2.2 Brewing plants ∗ 2.2.1 Africa and the Middle East ∗ 2.2.2 Asia Pacific ∗ 2.2.3 Europe ∗ 2.2.4 The Americas – 2.3 Beer brands • 3 Ownership • 4 Marketing – 4.1 Advertising – 4.2 Sponsorships – 4.3 Holland Heineken House – 4.4 Heineken Experience • 5 Controversies – 5.1 Price fixing – 5.2 Fake craft beers – 5.3 Proceeds of slavery • 6 References • 7 External links History[edit] Corporate logo used until 2011 Interior of the former Heineken brewery in Amsterdam, which is now the museum Heineken Experience Exterior of the former Heineken brewery in Amsterdam on Stadhouderskade and Ferdinand Bolstraat Gerard Adriaan Heineken[edit] The Heineken company was founded in 1864 when the 22-year-old Gerard Adriaan Heineken bought a brewery known as De Hooiberg (the haystack) in Amsterdam. In 1869 Heineken switched to the use of bottom-fermenting yeast. In 1873 the brewery’s name changed to Heineken’s Bierbrouwerij Maatschappij (HBM), and opened a second brewery in Rotterdam in 1874. In 1886 Dr. H. Elion, a pupil of the French chemist Louis Pasteur, developed the "Heineken A-yeast" in the Heineken laboratory. This yeast is still the key ingredient of Heineken beer. Henry Pierre Heineken[edit] The founder’s son, Henry Pierre Heineken#160;#91;nl#93;, managed the company from 1917 to 1940, and continued involvement with the company until 1951. During his tenure, Heineken developed techniques to maintain consistent beer quality during large-scale pro- duction. After World War I, the company focused more and more on exports. Three days after Pro- hibition ended in the United States, the first Heineken shipment landed in New York. From that day on, Heineken has remained one of the most successful imported beer brands in the United States. Alfred Henry Heineken[edit] Heineken brewery in Zoeterwoude, Netherlands Henry Pierre’s son, Alfred Henry "Freddy" Heineken, started working at the company in 1940, and in 1971 was appointed Chairman 2 of the Executive Board. He was a powerful force behind Heineken’s continued global ex- pansion, and while he retired from the Executive Board in 1989, he maintained involvement with the company until his death in 2002. During this period, Heineken tried to increase its stock price by purchasing competing brew- eries and closing them down. After World War II, many small breweries were bought or closed. In 1968 Heineken merged with its biggest competitor, Amstel, and in 1975 opened a new brewery in Zoeterwoude. The Amstel brewery was closed in 1980, and its production moved to Zoeterwoude and Den Bosch. Present[edit] With the part acquisition of Scottish and Newcastle in 2007/2008 Heineken became the third-largest brewer based on revenues, behind the Belgian-Brazilian AB InBev and the British-South African SAB. Since the merger between Anheuser-Busch InBev and SABMiller in October 2016, Heineken has been the second largest brewer in the world. On 12 January 2010, Heineken International successfully bought the brewery division of Mexican giant FEMSA, and also merged with the company, expanding its reach throughout Latin America. The company will sell its products there through FEMSA, which is the largest bottler and brewery in all of Latin America, and maker of such brands as Dos Equis XX, Bohemia and Sol. FEMSA now owns 20 The FEMSA acquisition is expected to keep Heineken in its strong position by growing its market share in the Latin American markets. FEMSA has a massive distribution network and owns Mexico’s largest convenience store chain OXXO, which has thousands of locations throughout the country. In September 2014, it was announced that Heineken would sell its Mexican packaging busi- ness Empaque to Crown for around $1.23 billion. Also during that month, Heineken revealed it was in talks to sell its Czech operations to Molson Coors. On 10 September 2015, Heineken International announced it would acquire a 50 In January 2017, Heineken announced it was in negotiations to buy the Kirin Company’s 12 breweries in Brazil. The following month, Heineken closed the deal and bought Brasil Kirin for US$700#160;million. After previously acquiring 50 In June 2018, Heineken named Maggie Timoney as the CEO of Heineken USA, making her the first woman to become a CEO of a major United States beer supplier. In 2018, Heineken signed an agreement with China Resources Enterprises to purchase a 40 Global structure[edit] Heineken organises the company into five territories which are then divided into regional operations. The regions are: Western Europe, Central and Eastern Europe, The Americas, Africa and the Middle East, and Asia Pacific. These territories contain 115 brewing plants in more than 65 countries, brewing local brands in addition to the Heineken brand. 3 Executive team[edit] The executive team of the company consists of the following people: van den Brink, Chairman Executive Board/CEO Debroux, Member Executive Board/CFO Busain, President Americas van der Linden, President Asia Pacific Van Steenber- gen, Chief Human Resources Officer Gross, Chief Supply Chain Officer Derck van Karnebeek, Chief Commercial Officer Pirmez, President Africa, Middle East and East- ern Europe Juti, Chief Corporate Relations Officer Orlowski, President Europe Brewing plants[edit] Heineken’s brewing plants have been designed and engineered in 4 main parts of the world. Africa and the Middle East[edit] Heineken has 17 operating companies in Africa and the Middle East. These include: du Maroc, Morocco Ahram Beverages Company, Egypt Brewery, Jordan Brewery, Ethiopia , Rwanda , Burundi Almaza, Lebanon de Bourbon, Réunion , Democratic Republic of the Congo Breweries, Nigeria Castel Algérie, Algeria Breweries, Nigeria été nouvelles des Brasseries SONOBRA, Tunisia Leone Brewery Limited, Sierra Leone Brewery, South Africa Brewery, Algeria Asia Pacific[edit] Heineken Brewery in Surabaya, Indonesia (at the time under colonial occupation as the so-called Dutch East Indies) Breweries in Asia Pacific: Brewery Ltd (CBL) in Cambodia Asia Pacific Brewery in China Asia Pacific Brewery Company Ltd in China Asia Pacific Brewery in China (under construction) Bintang Indonesia in Indonesia Asia Pacific Brewery in Lao Way Brewery in Malaysia Breweries in New Zealand Pacific Brewery Ltd (SPB) in Papua New Guinea Pacific Breweries in Singapore Pacific Brewery Lanka Limited (APB Lanka) in Sri Lanka Asia Pacific Brewery in Thailand Vietnam Brewery Co Ltd in Vietnam Hanoi Brewery Co Ltd in Vietnam Breweries Ltd Bangalore in India Europe[edit] Heineken offices in Madrid, Spain. Heineken advertisement on the face of a prominent build- ing on O’Connell Street, Dublin, Ireland Breweries in Europe: 4 Union Österreich in Austria Brewing Company in Belarus -Maes in Belgium Brewery in Bulgaria čka pivovara in Croatia in Czechia Breweries in Gateshead, England (closed 2010) . P. Bulmer in Hereford in England Smith’s in Tad- caster, England Brewery in Manchester, England France#160;:de l’Espérance in Schiltigheim Pelforth in Mons-en-Baroeul de la Valentine in Marseille Fischer in Schiltigheim (closed 2009) Adelshoffen in Schiltigheim (closed 2000) Mutzig in Mutzig (closed 1989) Brewery in Greece Hungária in Hungary Ireland at Lady’s Well Brewery in Cork, Ireland marketed a beer called Beanntraí Bru (which translated from the Irish means "Bantry brewed", despite Bantry having no brewery). Italia in Italy Nederland in the Netherlands • Żywiec Brewery in Poland de Cervejas in Portugal Romania in Romania Brewery LLC in Russia Srbija in Serbia Brewery, Edinburgh, Scotland Slovensko in Slovakia España in Spain, with breweries in Seville, Valencia, Jaén and Madrid. Switzerland in Switzerland Bräu in Switzerland Lasko Union in Slovenia The Americas[edit] Breweries in the Americas: Nationale d’Haiti in Haiti Brewery in the Bahamas Kaiser in Brazil amp; Geddes in Jamaica ía Cuauhtémoc Moctezuma in Mexico ías Barú-Panama, S.A. in Panama amp; Leeward Brewery in Saint Lucia Brouwerij in Suriname On 20 January 2017, Heineken NV and Kirin Holdings confirmed they were in negotiations for Heineken to acquire Kirin’s beer operations in Brazil. Kirin had earlier bought assets in Brazil in 2011 with the local brewer Schincariol, which makes Nova Schin and Baden Baden. Beer brands[edit] article: Heineken brands Heineken International owns a worldwide portfolio of over 170 beer brands, mainly pale lager, though some other beer styles are produced. The two largest brands are Heineken and Amstel; though the portfolio includes Cruzcampo, Affligem, Ży- wiec, Starobrno, Tiger Beer, Zagorka, Red Stripe, and Birra Moretti. Heineken has added a cider blend named Jillz to their list of brands.
Load more

Recommended publications
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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,
    [Show full text]
  • DOPING Informovanost Hráček Tenisu Ze Světové Elitní Skupiny V Otázce
    UNIVERZITA KARLOVA V PRAZE FAKULTA TĚLESNÉ VÝCHOVY A SPORTU DOPING Informovanost hráček tenisu ze světové elitní skupiny v otázce dopingu Diplomová práce Vedoucí diplomové práce: Vypracovala: Mgr. Tomáš Kočíb Eva Hrdinová Praha 2010 2 Abstrakt Název: Doping - Informovanost hráček tenisu ze světové elitní skupiny v otázce dopingu Cíle práce: Cílem této práce je shromáždění a vyhodnocení údajů o vědomostech týkajících se problematiky dopingu u vrcholových tenistek elitní světové skupiny, získaných pomocí dotazníkového šetření a výběr informací a podkladů k následné analýze. Metody: K dosažení cílů práce použila autorka metodu sociologického šetření typu dotazníku a analýzu dokumentů. Výsledky: Po zhodnocení výsledků dotazníkového šetření byla zjištěna značně nedostatečná informovanost u třetiny respondentek. Zbylé dvě třetiny vykazují průměrné znalosti ve sledované oblasti. Klíčová slova: doping, antidopingová politika, seznam zakázaných látek a metod, dopingová kontrola, tenis. 3 Abstract Title: Doping - Awareness of female tennis players from the world elite group regarding the question of doping. Thesis objective: The objective of this thesis is to gather and evaluate information acquired using questionnaire surveys about the knowledge of top female tennis players from the world elite group related to the issue of doping, and the selection of information and materials for subsequent analysis. Methods: To achieve the objectives of the thesis, the author applied the questionnaire and document analysis sociological research method. Results: After evaluating the results of the questionnaire survey, a significantly insufficient awareness was discovered for one third of the respondents. The remaining two thirds show average knowledge in the monitored area. Key words: doping, anti-doping policy, prohibited list, doping control, tennis. 4 Prohlašuji, že jsem diplomovou práci zpracovala samostatně pod vedením Mgr.
    [Show full text]
  • {BREWERS} ACC/2305 Page 1 Reference Description Dates BARCLAY P
    LONDON METROPOLITAN ARCHIVES Page 1 COURAGE BARCLAY AND SIMONDS LIMITED {BREWERS} ACC/2305 Reference Description Dates BARCLAY PERKINS AND COMPANY LIMITED: CORPORATE Minutes and related papers ACC/2305/01/0001/001 'Partners record book' minutes of partners' Jul 1877 - Jan decisions 1897 ACC/2305/01/0001/002 Note of continued credit agreements with Mar 1878 Apr Messrs. Tyrer and Son, Liverpool 1879 Enclosed in ACC/2305/01/001/1 ACC/2305/01/0002 Board and general meeting minute book Jun 1895 - Oct Indexed 1898 Former Reference: 'No.1' ACC/2305/01/0003 Board and general meeting minute book Oct 1898 - Dec Indexed 1900 Former Reference: 'No.2' ACC/2305/01/0004 Board and general meeting minute book Jan 1901 - Indexed Nov 1902 Former Reference: 'No.3' ACC/2305/01/0005 Board and general meeting minute book Nov 1902 - Indexed Aug 1904 Former Reference: 'No.4' ACC/2305/01/0006 Board and general meeting minute book Sep 1904 - Indexed May 1906 Former Reference: 'No.5' ACC/2305/01/0007 Board and general meeting minute book Jun 1906 - Indexed Nov 1907 Former Reference: 'No.6' ACC/2305/01/0008 Board and general meeting minute book Nov 1907 - Indexed Jun 1909 Former Reference: 'No.7' ACC/2305/01/0009/001 Board and general meeting minute book Jun 1909 - Feb Indexed 1911 Former Reference: 'No.8' ACC/2305/01/0009/002 Note of appointments of director etc. Mar 1910 Enclosed in ACC/2305/01/009/1 LONDON METROPOLITAN ARCHIVES Page 2 COURAGE BARCLAY AND SIMONDS LIMITED {BREWERS} ACC/2305 Reference Description Dates ACC/2305/01/0010 Board, committee and general
    [Show full text]
  • Tennis. Indagine Terminografica in Italiano, Inglese, Croato E Spagnolo
    UNIVERSITÀ DEGLI STUDI DI TRIESTE Dipartimento di Scienze Giuridiche, del Linguaggio, dell'Interpretazione e della Traduzione Corso di Laurea Magistrale in Traduzione Specialistica e Interpretazione di Conferenza TESI DI LAUREA Tennis. Indagine terminografica in italiano, inglese, croato e spagnolo. LAUREANDA: RELATORE: Maria Bregolato Prof.ssa Federica SCARPA CORRELATORI: Prof.ssa Marella MAGRIS Prof. José Francisco MEDINA MONTERO Anno Accademico 2013 – 2014 Ai miei genitori 2 If you can fill the unforgiving minute With sixty seconds' worth of distance run, Yours is the Earth and everything that's in it, And - which is more - you'll be a Man, my son! (“If”, Rudyard Kipling) 3 Indice Parte Prima: Introduzione ..............................................................................6 1.1. Storia del tennis ............................................................................................................. 6 1.1.1. L’Era Open ............................................................................................................ 8 1.2. ITF, ATP e WTA......................................................................................................... 10 1.3. Manifestazioni principali ............................................................................................. 13 1.3.1. I tornei del Grande Slam...................................................................................... 13 1.3.1.1. Australian Open ........................................................................................... 13
    [Show full text]
  • Sustainability Report 2014 Brewing a Better World Introduction the Big Picture Our Focus Areas Values and Behaviours Appendices
    Sustainability Report 2014 Brewing a Better World Introduction The big picture Our focus areas Values and behaviours Appendices Our Sustainability Report 2014 HEINEKEN is the world’s most international brewer with its brands available in 178 countries around the world. Sustainability is one of our core business priorities, and Brewing a Better World is our strategic focus. About this report The big picture This report summarises HEINEKEN’s progress on Brewing a Better World in 2014. CEO Foreword 3 We continue to focus on the topics that are most relevant for our stakeholders Brewing a Better World 4 and our business. For the first time, the report follows version 4.0 of the Global What we said and what we’ve done 6 Reporting Initiative Guidelines (G4). We believe the data and statements in this Our value chain 8 report should be externally assured. To confirm the information is reliable and Benchmarks and achievements 10 accurate, we have asked KPMG to provide us with independent, limited assurance Stakeholder dialogue 11 on the entire report. KPMG summarises its activities and conclusions in Appendix 1. Our focus areas This year, in response to stakeholder feedback, we have created a more focused Protecting water resources 15 and simplified report, while still maintaining the same level of transparency. To Reducing CO2 emissions 20 achieve this, we have made a clear separation between information about our Sourcing sustainably 28 actions and progress, and more in-depth contextual information. Advocating responsible consumption 33 Promoting health and safety 37 This PDF document summarises our main progress and activities in 2014.
    [Show full text]
  • CEO Foreword
    HEINEKEN Sustainability Report 2011 Overview Improve Empower Impact Appendices CEO Foreword For nearly 150 years the values that guide the way that we conduct business have remained consistent. Our nearly 70,000 employees in 71 countries around the world are driven by a passion for quality, the enjoyment of life, a respect for people and respect for our planet. By living these values each and every day we have the opportunity to create a sustainable business that we will be able to pass on to future generations of employees so that they are able to write their own chapter in the history of HEINEKEN. This is a significant responsibility. It is one that we do not take lightly. While the process for brewing beer has changed little since Gerard Adriaan Heineken acquired a small brewery in the heart of Amsterdam in 1864, the world in which we produce, distribute and sell our more than 250 brands has changed beyond all recognition. 2011 was a year that truly highlighted this. It was the year of the ‘Arab Spring’, when communities gained a voice that was so strong it was able to bring about political change. We saw the social media revolution continue to break down barriers to information access, making ‘genuine transparency’ the new political and corporate reality. Once again we witnessed the power and devastation that can be caused by natural disasters. The economic contagion affecting parts of Europe showed little sign of abating. And the challenges of population growth and the environment were on the global agenda of both political and societal leaders.
    [Show full text]