Global Corporate Relations | March August2014 2013

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HEINEKEN | Proud, Independent, Responsible Global Brewer The world’s most international brewer 

No 1 in Europe and No 2 in the world by revenue

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Operations in over 70 countries globally

Brewing great beers, building great brands Committed to surprising and exciting consumers everywhere Long and proud history and heritage

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HEINEKEN | Our Values Enjoyment we bring enjoyment to life Respect for individuals, society and the planet Passion for quality

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HEINEKEN | Brewing Great Beers, Building Great Brands Heineken®, our flagship brand, is the world’s leading international premium beer Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brand portfolio Altogether, we have over 250 international premium, regional, local and specialty beers and ciders in our portfolio Passion for quality and Innovation are at the heart of how we build great brands and delight our consumers

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HEINEKEN | A Long and Proud History & Heritage

1864 The Heineken Family enters the beer business

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1869 We switch to bottom fermentation: clearer, purer, long lasting beer

1886 Dr. H. Elion cultivates the Heineken A-yeast => unique flavour

1889 We are crowned at the Grand Prix Paris for quality, focused innovations

HEINEKEN | A Long and Proud History & Heritage

1928 Early stages of unique advertising and becoming truly international

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1929 HEINEKEN moves into Asian markets

1933 Heineken® is the first import beer to the US after Prohibition is repealed

1954 1968 Alfred Heineken begins HEINEKEN acquires ‘Beer Can Travel’ global Amstel Brewery marketing strategy

HEINEKEN | A Long and Proud History & Heritage

1982 Production transfer from Amsterdam to Zoeterwoude in the Netherlands

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2003 Acquisition of BrauBeteiligungs A.G. (BBAG) in Austria

2008 Acquisition of Scottish & Newcastle

2010 Acquisition of FEMSA Cerveza

2012 Acquisition of Asia Pacific Breweries

HEINEKEN | Truly Global Presence

>165 breweries in over 70 countries >85,000 employees

>Group Beer Volume* in 2013: 195.2 million hl

* Consolidated beer volume plus attributable share of beer volume from joint ventures and associates

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HEINEKEN is Unique

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Shaping Our Future | Our Global Priorities

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Grow the Heineken® brand

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Be a consumer-inspired, customeroriented, brand-led organisation

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Capture the opportunities in emerging markets

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Leverage the benefits of HEINEKEN’s global scale

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Drive personal leadership

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Embed and Integrate Sustainability

Priority 1 | Grow Heineken® Brand Heineken® is our most valuable brand The world’s leading international premium beer with 20% category share Strong global brand equity Strong global platforms to further grow the brand

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Priority 2 | Be Consumer-inspired, Customer-oriented, Brand-led

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Expansion of global brands Desperados, Sol, Affligem and Strongbow Apple Ciders

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Continue to invest in and win with local brands

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Create value for our customers

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Innovation at the heart of our business

Priority 3 | Capture the Opportunities in Emerging Markets HEINEKEN has transformed its emerging market footprint 57% of HEINEKEN’s operating profits and 62% of volumes come from higher growth markets

% of total Group in 2013

62%

49%

57%

Seize significant growth potential in Africa In Asia Pacific, seize opportunity for premium beer

38%

Group beer volume

Developing

51%

43%

Group revenue

Group operating profit (beia)1

Developed

Head office & eliminations excluded from ‘% of Group’ calculation

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Priority 4 | Leverage the Benefits of HEINEKEN’s Global Scale The establishment of Global Business Services is a key enabler 

HEINEKEN Global Shared Services

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HEINEKEN Global Procurement Company

Global brand building

Supply Chain optimisation

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Priority 5 | Drive Personal Leadership >70 operating companies >85,000 employees

One HEINEKEN culture driven by

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Diversity

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Capability

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Personal accountability

Priority 6 | Embed and Integrate Sustainability Sustainability is a critical part of how we do business 

10-year integrated sustainability programme launched in 2010

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On track to meet 2020 goals

Highlights of 2012: 

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Continued progress water and energy efficiency of our breweries, offices and warehouses 93% of our new fridges are green Local sourcing projects in 10 countries across Africa, benefiting more than 100,000 farmers and their families Global Industry Commitment to a new series of targeted actions to reduce alcohol related harm Our Supplier Code signed by 528 global and more than 34,000 local suppliers

Highlights of 2013 available in April 2014, pending publication of Sustainability report 2013

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Ownership Structure and Stock Exchange Listing

Per 1 February 2014

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Organisational Structure

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Our Executive Board Jean-François van Boxmeer 

Chairman of the Executive Board and Chief Executive Officer

René Hooft Graafland 

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Member of the Executive Board and Chief Financial Officer

Our Leadership Structure and Team

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World-class Brand Portfolio Heineken® is our flagship brand and the world’s leading international premium beer Desperados, Sol, Affligem and Strongbow Apple Ciders complement our global brands portfolio Altogether, HEINEKEN has over 250 international premium, regional, local and specialty beers and ciders

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Heineken® | Clear Leadership in International Premium Segment Heineken® share of IPS (2013)

20%

10%

9% 5%

4%

3%

3%

2%

2%

1%

Source: Canadean and HEINEKEN 2013 reflects latest Canadean estimates

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Heineken® | Our Flagship Brand The world’s most valuable international premium beer brand You can find Heineken® in almost every country in the world It sets us apart from our competitors

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Heineken® | Passion for Quality One world, one taste, one unchanged recipe

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Heineken® | Open-minded Available everywhere in the world

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Heineken® | Igniting Conversations Leading premium product platforms

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Heineken® | World-class Premium mindset in everything the brand does

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Heineken® | Igniting Conversations Strong presence in social media

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Heineken® | Igniting Conversations The Man of the World uses his imagination to win and get to the Grand Final.

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Heineken® | Igniting Conversations ... and rugby THE game

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Heineken® | Igniting Conversations Always at the heart of social, catching experiences…

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Heineken® | Igniting Conversations … and partner with the ultimate Man of World – James Bond

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Heineken® | Igniting Conversations Making responsible consumption aspirational

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Desperados A daring proposition pushing the beer category limits 

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A unique Tequila Flavoured Beer with super premium positioning More than a beer for more than just a party: a tequila flavoured party A successful and profitable business model

Sol® The beer of independent Mexico 

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The original, easy to drink Mexican beer, born in 1899 in independent Mexico

Part of the HEINEKEN portfolio since the FEMSA beer business acquisition in 2010 Enjoyed in over 40 countries around the world

Affligem® Timeless pure indulgence from Belgium 

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An award-winning Belgian Abbey beer with a 1000 year history Unchanged recipe that is only brewed in Belgium under the close supervision of the monks of the Affligem Abbey Part of the HEINEKEN portfolio since 2002 The legacy of craft will be shared with over 20 countries in 2014.

Strongbow Apple Ciders Reaching consumers that beer can’t 

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HEINEKEN is the world’s leading cider producer with leading cider research and development capabilities Strongbow is the world’s leading cider brand Available in a great new range of flavours: Gold, Honey and Red Berries Proposition with unisex appeal

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Delighting Our Consumers with Innovations Innovation is at the heart of our Company strategy to deliver top-line growth We work to continually surprise and excite our consumers and meet changing consumer preferences We reached an Innovation Rate of 5.9% in 2013

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Successful Innovation across HEINEKEN HEINEKEN has achieved an Innovation Rate of 5.9% This is a combined result of successful local innovations launched across our HEINEKEN markets and roll-out of innovations with global approach In October 2013, HEINEKEN unveiled The SUB® - an at-home draught beer system to be launched in markets from 2014

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Radler | A major contributor to Innovation Rate

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A refreshing mix of beer and natural lemonade

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Attracts new drinkers into the beer category

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Strong profitability

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Strengthens brand equity

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Launched in 31 markets across all 5 regions

Draught Experiences for On-trade | Heineken Extra Cold Extra cold beer  

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Served between -3oC and +1oC “A new beer experience”, beer poured from a stylish column coated with a layer of ice More than 85,000 installations across 107 markets

Draught Experiences for On-trade | David GREEN The world’s 1st GREEN draught system 

Uses 50 to 70% less energy than regular beer coolers

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Easy to use for outlet staff

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No cleaning cost, no beer losses

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100% Quality & Profitable

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Mobile and built-in versions

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Guaranteed fresh beer for 30 days

David GREEN: 55+ markets

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David XL GREEN: 10+ markets

Draught Experiences for On-trade | Orion Draught beer as fresh as from the brewery

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Branded beer tanks visible in an outlet

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Unique consumer experience and highest freshness

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Convenience for outlet staff

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Grow volume & revenue

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Available in 6 markets

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Sustainability What does this mean for HEINEKEN? 

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Historical commitment

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One of our business priorities in our Strategy to Win

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Part of our DNA; embedded in our Company values that guide how we relate to the world

Considering long-term impact of our actions, not just short-term growth

A tremendous opportunity to “do good while doing good business”

Sustainability Why is it critical to our future?  

With success and leadership comes responsibility It safeguards our future ability to continue to produce beer and cider for our consumers

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Positively impact the role of beer in society

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Working together with all stakeholders we will define the best solutions 

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Employees, Consumers, Customers and Retailers, Governments, NGOs, Shareholders and Investors, Media

The most urgent challenges faced by our industry and our planet Water scarcity 

Less than 1% of world’s water us both accessible and drinkable. We need water to grow crops and we need it to brew beer: beer is 95% water.

The effects of climate change 

Co2 emissions contribute to climate change causing temperatures and sea levels to rise. This has an impact on the availability and cost of raw materials and other resources.

Population pressures on food and resources 

The demand for food crops rises, making responsible agriculture and sourcing more important than ever. We want to operate in a way that guarantees our supply of raw materials.

Alcohol related harm 

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Most people enjoy our products responsibly, a minority don’t. This is damaging to the individuals, the people around them and to our industry, society and HEINEKEN’s reputation.

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Our response: A focused agenda

Protecting water resources

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Reducing CO2 emissions

Sourcing sustainably

Advocating responsible consumption

Protecting water resources

2020

1Baseline

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2008

1Baseline

2008

Specific water consumption

Reduce by 25% to 3.7 hl/hl1

Water balancing

Significant water balancing in water scarce and distressed areas

Reducing CO2 emissions

2020

1Baseline 2Baseline

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2008 2011, scope is 24 of our largest operations

In production

Reduce by 40%1 (eq 6.4 kg CO2/hl)

In fridges

Reduce by 50%

In distribution

Reduce by 20%2 in Europe and the Americas

Sourcing sustainably 2020

1With

Local sourcing in Africa

60% of raw materials locally sourced1

Sustainable agriculture

At least 50% of our main raw materials supplied from sustainable sources2,3

Supplier Code Procedure

Ongoing compliance to Supplier Code Procedure

local sourcing we refer to sourcing within the Region Africa on volume hops, cider apples, other apples, other fruit, sugar, rice, sorghum, wheat, maize

2based

3barley,

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The basis for our ways of working with suppliers: Implementation of the Supplier Code Procedure

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Advocating Responsible Consumption 2020

1Small

Industry Commitments

Deliver global industry commitments

Heineken®

Making responsible consumption aspirational through Heineken®

Partnerships

Maintaining and publicly reporting on a partnership in each market1

export markets and markets with religious restrictions are out of scope

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Values and Behaviours Embedded in our Code of Business Conduct Key policies for employees are embedded in our HeiCode

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Health & Safety

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Employee & Human Rights

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Cool@Work and Alcohol Policy

Benchmarking our Performance

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Memberships and Partnerships

Beverage Industry

Environmental Roundtable

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All Natural Ingredients Nature provides us with beer’s 4 basic ingredients: barley, water, hops and yeast All these ingredients can be varied in endless combinations

Some estimate there are > 40,000 different beers in the world!

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Storehouse of Nutrients

No Additives; No Preservatives Minerals No Fat Antioxidants Vitamins B1, 3 and 11

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Relatively Low in Calories

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≈ Source: Netherlands Nutrition Centre Average serving: Beer 250 ml, Wine 150 ml, Smirnoff Ice 250 ml.

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Beer Complements Food The subtle taste of beer can complement food just as well, or even better than, wine Beer can be a perfect match for some foods, like spicy dishes, cheese and chocolate

In pairing beer with food, you can complement or contrast the flavours and intensity of the food

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Beer May Have Positive Health Effects if Consumed Moderately

Source: Jonathan Powell, MRC Human Nutrition Research, Cambridge, UK

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Telling the Positive Story of Beer

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Cider – The Art of Pomology Cider is a long alcohol drink made from fermented juice of apples or pears The Bulmers cider business was established in 1887 in Hereford, England

Herefordshire – still to date the heartland of our cider production - has the perfect soil type and weather conditions to grow cider apples Our biggest cider brands are Strongbow Apple Ciders, Stassen and Bulmers*

*In Ireland, Bulmers is not part of our portfolio

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HEINEKEN | Global Leader in Cider HEINEKEN leads the global cider category with 20% market share The global cider market was 19.9 million hectolitres in 2012

Source: Canadean Wisdom Database February 2014

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2013 | Continued progress against strategic priorities in a challenging year Group revenue +1.3%; +0.1% organically:  Group revenue per hectolitre +2.7%  Improved H2 volume performance in Western Europe and Africa Middle East Group operating profit (beia) +2.8%; +0.6% organically:  +20 basis points improvement in operating margins Market share gains in key markets:  Mexico, Vietnam, France, Russia and the U.S. APB maintained strong growth momentum Strengthening our business through higher investments in marketing and capital expenditure Innovations delivered €1.1billion of revenues; 5.9% innovation rate Accelerated TCM2 cost savings of €300 million Diluted EPS (beia) of €2.75 includes a 10 cent negative impact from revised IAS19 and foreign currency translational movements Organic growth calculations throughout this presentation assume HEINEKEN’s joint venture share of 41.9% of APB prior to consolidation is maintained through to 15 November 2013. Organic growth of consolidated volume, consolidated revenue and consolidated operating profit (beia) only includes an impact from APB from 16 November to 31 December 2013. Organic growth calculations are adjusted for the previous 3-month delay reported by APB, without a restatement to 2012.

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2013 | Financial Overview

* Includes acquisitions and excludes disposals on a 12 month pro-forma basis

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2013 | Regional Review 2013 consolidated financials organic growth %

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Sustained growth of APB APB: 2013 proforma organic growth

Tiger brand: Proforma organic volume growth

14%

APB acquisition

CAGR +18%

7%

Volume

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+30% yoy

Operating profit (beia)

2009

2010

2011

2012

2013

Improved performance trend in 2013 H2 Driven by Western Europe and Africa Middle East regions

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Innovation contributed €1.1bn of revenues Innovation rate1 of 5.9% versus 5.3% in 2012 Radler beers available in 5 regions

New variants

Draught beer systems (on and off premise)

New cider flavours

1 From 1 January 2013, the innovation rate is calculated as revenues generated from innovations (introduced in the past 40 quarters for a new category, 20 quarters for a new brand and 12 quarters 8 for all other innovations, excluding packaging renovations) divided by total revenue

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Heineken®: Clear leadership in IPS Heineken® twice as large as nearest competitor brand in IPS 

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Heineken® volume declined 1.8%, including an impact from destocking in France and the U.S. Strong performances in developing markets of Nigeria, South Africa, Russia, Chile, Brazil & China

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Heineken® volume brand leadership in France

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Surpassed 1mhl of Heineken® volume in China

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‘Open Your World’ campaign driving brand equity

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The SUB® launched in France and Italy

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Heineken® share of IPS (2013) 20%

10%

9% 5%

4%

3%

3%

2%

2%

1%

New responsible consumption campaign in 2014: “Dance More, Drink Slow” IPS = International Premium Segment; based on Canadean and HEINEKEN data; 2013 reflects latest Canadean estimates

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Prioritised actions for 2014

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Invest in higher marketing spend to strengthen market positions

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Drive innovation to support category growth

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Capitalise on premium segment growth with Heineken® and other global brands

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Increase capital expenditure in developing markets

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Restructuring and other cost efficiency initiatives

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Maintain strong cash flow focus to optimise financial flexibility

Outlook Full Year 2014 HEINEKEN expects 

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Revenue management initiatives to drive higher revenue per hl, albeit at a more modest level compared with 2013. Overall, this is expected to result in organic revenue growth in 2014. A slight increase in marketing & selling (beia) spend as a percentage of revenue to increase in 2014 (2013: 12.6%).

HEINEKEN is committed to delivering a gradual and sustainable improvement in operating profit (beia) margin over the medium-term.

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To realise its targeted TCM2 savings of €625 million covering 2012-2014 during the year

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Input cost prices to be stable to slightly lower in 2014 (excluding a foreign currency transactional effect).

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A gradual recovery in the global economy to underpin improved trading conditions in several key markets and an improved organic volume performance trend versus 2013.

Exchange rate movements will adversely impact revenues and profits in 2014. Assuming spot rates as of 10 February 2014, the calculated negative currency translational impact on consolidated operating profit (beia) will be €115 million. At net profit (beia), this effect will be around €75million.

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To achieve its long-term target net debt/ EBITDA (beia) ratio of below 2.5 by the end of 2014.

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Capital expenditure related to property, plant and equipment to be approximately €1.5bn (2013: €1.4bn).

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The Brewing Industry Top 10 in 2012

Source: Canadean Wisdom Database July 2013 For HEINEKEN, Consolidated beer volume 2012

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Industry Consolidation

Source: Canadean Wisdom Database July 2013

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World Beer Market Growth

Source: Canadean Wisdom Database July 2013

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Litres per Capita Consumption by Region

Source: Canadean Wisdom Database July 2013

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Consumption Volume Development 2012 versus 2011

Source: Canadean Wisdom Database July 2013

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Disclaimer This presentation contains forward-looking statements with regard to the financial position and results of HEINEKEN’s activities. These forward-looking statements are subject to risks and uncertainties that could cause actual results to differ materially from those expressed in the forward-looking statements. Many of these risks and uncertainties relate to factors that are beyond HEINEKEN’s ability to control or estimate precisely, such as future market and economic conditions, the behavior of other market participants, changes in consumer preferences, the ability to successfully integrate acquired businesses and achieve anticipated synergies, costs of raw materials, interest rate - and foreign exchange fluctuations, change in tax rates, changes in law, pension costs, the actions of government regulators and weather conditions. These and other risk factors are detailed in HEINEKEN’s publicly filed annual reports. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this presentation. HEINEKEN does not undertake any obligation to publicly release any revisions to these forwardlooking statements to reflect events or circumstances after the date of these materials. Market share estimates contained in this presentation are based on outside sources such as specialized research institutes in combination with management estimates.

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