1

WORLD OF HEINEKEN

Legend

Operations Production Footprint

Export Consolidated

Consolidated Joint Venture / Participations

Joint Ventures / Participations

A long-standing presence

Extensive geographic footprint in Africa

57 plants in 20 countries

Broad production footprint

20 countries

32 breweries (consolidated)

13 breweries (participations/JV’s)

3 soft drink plants

3malteries

2 packaging plants

(1 glass, 1 plastic)

2 wineries

1 distillery

1 extract plant

Export to virtually all countries

A long history, some landmarks

1900 HEINEKEN imported its first beer

1923 DRC the first brewery

1946 Entering Nigeria

2003 Entering Egypt

2007 South Africa greenfield brewery

2011 Acquisition SONA Group Nigeria

2011 Acquisition Harar and Bedele

Ethiopia

2012 HEINEKEN East Africa Import

Company

5

� Education and health care systems

� Poverty and unemployment

� Infrastructure under pressure

A continent

its challenges

1.2 billion 1 billion

2.0 billion*

2010 2020 2050

Positive trends ahead of us

6

* 20% of the world’s population

A booming population GDP2011 annual average growth African countries: � 5,5% (Asia 5%)� IMF forecasts between 2011-2015; 7 African countries (Ethiopia,

Mozambique, Tanzania, Congo, Ghana, Zambia and Nigeria) will be part of the world’s ten fastest growing economies

Emerging middle class: 34% Africans in 2012 (27% in 2000)

Legend

AME

Other regions

Consolidated

beer volume

Data for the year ended 2012

Includes Asia Pacific Breweries on a pro-forma basis for 20121 EBIT (beia) results from operating activities + share of profit from JVs. EBIT split excludes Head Office and Eliminations

AME is a significant

part of HEINEKEN’s business…

Revenue

Heineken®

brand volume

in IPS

2012 EBIT

(beia)1

AME Share of Heineken®

EBIT (beia) organic growth

% 2007 - 2012

…and a key driver of

HEINEKEN’s future growth

309

453 485560 570

652

Organic CAGR: +16%

AME EBIT (beia) 2007 – 2012 € million

Legend

AME 51%

Other regions 49%

1.416

1.774 1.8171.988

2.223

2.639

Organic CAGR: +13%

AME Revenue 2007 – 2012 € million

2007 2008 2009 2010 2011 2012

2007 2008 2009 2010 2011 2012

Market leader

positions

Source: Plato May and August 2012

* Joint venture or Associate investment

A strong portfolio of global, regional and local brands

Local Brands

Established local brands

Global Brands

Heineken®, Sol, Desperados, Affligem & Strongbow

Regional Brands

Primus, Star, Mützig, Turbo King, Gulder & Maltina

70

60

50

40

30

20

10

0

Partnership with

Coca-Cola Strong soft drink

performance

CAGR: +8%

‘03

‘04

‘05

‘06

‘07

‘08

‘09

‘10

‘11

‘12

Partnership with The Coca-Cola Company

Brasco

Bralima

Bralirwa

Brarudi

Bourbon

Sales volume Coke portfolio

(in million unit cases)

Capital

Expenditure

(€m)

Seize the opportunity

Invest ahead of the curve

450

400

350

300

250

200

150

100

50

-

11096

173

314

368342

300

450

2005 2006 2007 2008 2009 2010 2011 2012

Build local teams

Ambition for 2020:

70% local MT

members

Talent DevelopmentAfrica employees: ~1 out of 5

HEINEKEN employees (‘000)

African nationals taking on

Senior Management roles

39% of MT and SM are local

employees either from the local

OpCo or from other AME OpCos

2009 2010 20122011

13.7 13.6 14.9

18.4International GraduateProgramme

Africa Management

Trainee Programme

Africa LeadershipDevelopmentProgramme

Africa TalentExchangeProgramme

PersonalDevelopment

Plans

Leadership for Change in Africa

Brewing a Better Future

Protecting water resources

Reducing CO2

emissionsSourcing

sustainablyAdvocating responsible consumption

Local sourcing in

Africa: 60% by 2020

Total farmer families: +/- 100.000

Sierra Leone:

Sorghum

Nigeria: (Malted) Sorghum

South Africa: Malted Barley

Burundi: Sorghum

Rwanda: Maize

Ethiopia: Barley

Egypt:

(Malted) Barley

DRC: Rice

17

Local sourcing in Rwanda

1. Definition of the project (country, needs, feasibility...)

2. Government brings political support/local knowledge

3. Co-fundings between HEINEKEN and Government

4. HEINEKEN guarantees on demand & price

5. NGO’s (EUCORD) bring expertise as project manager

6. If production is higher than quantity defined the farmers will benefit from HEINEKEN’s

distribution channels

ApproachAPPROACH

Public

Private

Partnership

Approach

For HEINEKEN

1.1.1.1. LongLongLongLong----termtermtermterm and secured sustainable secured sustainable secured sustainable secured sustainable source of raw materialssource of raw materialssource of raw materialssource of raw materials

2.2.2.2. Reduce exposure Reduce exposure Reduce exposure Reduce exposure to unavailabilityunavailabilityunavailabilityunavailability or potential volatile pricesvolatile pricesvolatile pricesvolatile prices

3.3.3.3. Less transport Less transport Less transport Less transport costs, shorten supply chain

4.4.4.4. Reduce carbon footprintReduce carbon footprintReduce carbon footprintReduce carbon footprint

Benefits of our local sourcing

For Local Farmers

1. Improve their livelihoods their livelihoods their livelihoods their livelihoods (healthcare, nutrition, household utensils, farming implements…)

2. Improve agricultural knowledge agricultural knowledge agricultural knowledge agricultural knowledge (seeds varieties, better use of the soil)

3. Increase productivityproductivityproductivityproductivity (total & average production, average yield/ competiveness)

4. Increase profitabilityprofitabilityprofitabilityprofitability (income generated by production)

5. Improve food security food security food security food security (more and better daily meals)

Rice Project in DRC

Launched in 2009

Public Private Partnership SCHOKLANDSFONDSSCHOKLANDSFONDSSCHOKLANDSFONDSSCHOKLANDSFONDS

Public Private Partnership Cooperation between � HEINEKEN � Dutch Government� EUCORD

8 Regions in DRC; Kinshasa, Kisangani, Bumba, Nsioni, Ngele, Budjala, Buklavu, Lubumbashi

Impact in DRC

Since 2009

KEY FACTS

57.335 Farmer Families

345.000 People covered

40.394 Ha under cultivation

Bralima (HEINEKEN subsidiary)

� Rice imports decreased tremendously from 100% to 13%

� Purchased 39.319 MT of rice, redirecting 26 M$ towards the local economy

Source: Impact assessment EUCORD 2013

Results

• Total production increased by 62%62%62%62%

• Average production (yearly production per farmer) increased by 42%42%42%42%

• Average yield (yearly production per ha) increased by 20%20%20%20%

On productivity

Other Positive

Outcomes

Marketable Surpluses

Increase in productivity leads to additional surpluses for the farmers

30% in Kinshasa

75% in Bumba

10% in Kisangani

Food security

Average daily number of meals consumed raised. More and better meals according to respondents, at all sites

59% in Ngele

31% in Kisangani

6% in Kinshasa

Economic Impact: Trickle Down Effect

A dropHEINEKEN hits the surface

produces and distributes

its products

and creates a ripple effectand generates incomes

and employment

throughout the

economy

A meaningful example: Nigeria

Our Socio Economic Impact

and creates a ripple effect

� 14% of Nigerian manufacturing in term of value added 681.000 jobs (direct and indirect) supported

� 68,000 farmer families

hits the surface

� 4.900 people� 13 MLN Hectolitres

produced � 13 Breweries� 2 Malting plants

A drop

� Nigerian Breweries � Consolidated

Breweries

Health Care: Workplace

Public health care� HIV voluntary testing and treatment � TB, Malaria� Non-communicable diseases

18.600 employees plus their dependents

26 clinics

3 doctors

80 nursesOccupationalhealth care

Healthcare: Communities

• Founded by HEINEKEN in 2007

• 20million EURO endowment fund

• 40 projects running > 3,5million EURO

• Burundi, DRC, Ethiopia, Namibia, Nigeria,

Rwanda, Sierra Leone, South Africa

Provision of home-based care through mobile clinics in Namibiaand South Africa.

Preventingmalaria by distribution of bed nets and awareness in the communities.

Construction and training of staff of a community health center in Burundi, providing access toprimary health care.

Our Ambition:

Growwith

the Continent