For over six decades, HEINEKEN Malaysia’s site along the Federal Highway has been a familiar presence in the country’s industrial landscape. The iconic building in Sungai Way—formerly home to Guinness Anchor Berhad and now operating as Heineken Malaysia Berhad—reflects the evolution of a company deeply intertwined with Malaysia’s socio-economic development.
Established in 1959, the brewery has long played a role in supporting the local economy. Today, that impact extends far beyond its gates. As a whole, the beer industry contributes significantly through tax revenues and job creation and by supporting a vibrant ecosystem of more than 35,000 businesses and over 61,000 jobs across its value chain.
Having spent the past year at the helm, Managing Director Martijn van Keulen is guiding HEINEKEN Malaysia into a new phase — one that sharpens its focus on growth and innovation. The company’s ambition extends beyond commercial performance—to contribute meaningfully to economic growth, creating long-term value for people, the planet, and communities.
In an interview with BusinessToday, Martijn reflects on his first year at the helm, the company’s performance in 2024, and how HEINEKEN Malaysia is positioning itself for sustainable, long-term success.
“It’s been a privilege to experience Malaysia’s warmth and diversity,” Martijn shared. “Joining HEINEKEN Malaysia has been a smooth and fulfilling experience – made possible by my team’s solid foundation, deep understanding of the local market, and a truly collaborative spirit.”
Driving Growth Through Innovation And Consumer Focus
HEINEKEN Malaysia delivered a strong and stable performance in 2024, guided by its EverGreen strategy—centred on driving growth by investing in its brands, cost discipline, sustainability, digitalisation, and most importantly unlocking the potential of its people.
In 2024, the Group’s full-year revenue rose by 6% to RM2.8 billion, while net profit climbed 21% to RM466.7 million—the highest in the company’s history. This performance was driven by strategic commercial initiatives, disciplined cost management, and a rebound in consumer confidence. A record dividend of 155 sen was declared for FY2024.
Innovation played a critical role. Responding to evolving consumer preferences, particularly among Gen Z, the company introduced new products, including Edelweiss Peach, Tiger Soju, and locally brewed Guinness Draught in a Can—broadening its appeal while maintaining the premium quality consumers expect.
“The way consumers engage with our products is evolving, and it’s important that we adapt accordingly,” said Martijn. “As preferences and occasions shift, we continue to innovate to stay relevant and deliver meaningful experiences.”
At HEINEKEN Malaysia, innovation is embedded in a structured, insight-led process that encourages agility, experimentation, and continuous learning. From product development to consumer experience, the team tests ideas, refines them through data and feedback, and scales what works — ensuring the business remains attuned to changing behaviours.
A standout example is the award-winning Heineken® Chinese New Year campaign in 2024. Localising the brand’s global identity, the team turned “HEI” from Heineken® into a festive greeting, playing on the Chinese character “喜” (happiness). The campaign featured a GONG HEI Instagram filter and custom-branded trucks that carried the festive message across 36,000 km nationwide. It earned a Bronze at the Cannes Lions, along with recognition at the Kancil Awards and MAD Stars Awards 2024 — reflecting Malaysia’s growing contribution to the brand’s global creative footprint.
Cost Discipline Embedded In Culture
At HEINEKEN Malaysia, cost consciousness goes hand-in-hand with long-term value creation. Employees are empowered to treat each decision as if they own the business.
“Cost savings are an opportunity to reinvest—in our people, in growing our brands, and in creating value for the communities we serve,” said Martijn.
Despite external pressures such as currency fluctuations and shifting tariffs, the company maintains a long-term investment mindset.
“We’ve been here for over 60 years, and we plan to be here for many more,” he added. “Short-term volatility won’t shift our long-term commitment.”
This approach has supported consistent performance. In the first quarter of 2025, the company recorded a Profit Before Tax of RM161 million and a net profit of RM122 million—on par with the previous year. This reflects disciplined cost management and a strong focus on operational efficiency, even amid a changing economic environment.
Unlocking Future Growth: People, Purpose, And Progress
Nurturing Talent, Shaping Futures
People are at the heart of HEINEKEN Malaysia’s strategy. Internally, through initiatives such as the HEINEKEN Global Graduate Programme, the company develops local talent with exposure to real-world challenges across functions and borders. The aim is to build a future-ready workforce that blends global perspective with local insight.
“Capability building is embedded in how we grow as a team and as a company,” Martijn said. “We are proud to see many Malaysian talents stepping into regional and global roles within the HEINEKEN network across Asia Pacific to Europe.”
This focus on local talent development goes beyond corporate functions and extends to the frontlines. Through the HEINEKEN Star Academy programme, the company has trained over 10,000 bartenders nationwide — equipping them with product knowledge, service excellence, and pride in their craft, in its efforts to uplift the services sector. The programme has also produced two global champions who have proudly represented Malaysia on the world stage.
Digital Empowerment, Not Displacement
In the face of rising automation, HEINEKEN Malaysia’s approach remains centred on people. From automated packaging lines to broader digital transformation, technology is seen as a means to enhance roles.
“Automation is helping us evolve how we work—but more importantly, it enables people to focus on areas where they can really make a difference,” said Martijn. “The goal isn’t about reducing roles; it’s about creating opportunities for growth.” The company has recently rolled out eazle, an innovative eCommerce platform designed to streamline order management for independent shops, restaurants, and bars to enhance customer satisfaction—laying a solid foundation for sustained growth.
Staying Connected To Consumers
Staying relevant in a dynamic market means going beyond product innovation—it requires a deep understanding of shifting consumer lifestyles, values, and occasions. At HEINEKEN Malaysia, this begins with listening closely to what consumers want.
From expanding flavour-led offerings to adapting formats for convenience and at-home experiences, the company is building a diverse portfolio that reflects evolving preferences while staying true to its heritage of brewing and quality.
“Our role isn’t just to sell products—it’s to understand moments and mindsets,” Martijn said. “That’s how we keep our brands relevant across generations.”
Meanwhile, as a sponsor of the UEFA Champions League and Formula 1, the company also leverages these iconic partnerships to create unforgettable experiences for fans around the world—including in Malaysia. Locally, the brand brings these global assets to life through localised campaigns and events.
Whether through memorable product experiences or meaningful consumer engagement, the goal remains the same: to stay close to consumers and brew the joy of true togetherness.
Deepening Community Impact
Beyond business, the company continues to deliver meaningful impact through various community empowerment initiatives. In FY2024 alone, the company channelled RM2.9 million to community projects. One such initiative is the HEINEKEN Cares programme, now in its fifth year.What began in 2021 as a food aid effort during the pandemic has since evolved into a long-term platform that supports communities in building more resilient, self-sufficient futures.
Through sustained partnerships with local NGOs, HEINEKEN Malaysia has supported access to clean water, improved food security, and enabled the development of sustainable livelihoods. In East Malaysia, for instance, its collaboration with Hopes Malaysia has delivered tangible results—providing clean water access to over 2,000 people across three villages through upgraded infrastructure and gravity-fed water systems.
“Our growth must benefit the communities around us,” said Martijn. “That belief drives how we work with our NGO partners.”
Looking Ahead
As HEINEKEN Malaysia charts its next phase under Martijn’s leadership, the company remains focused on staying agile while advancing its EverGreen priorities—ensuring sustainable, balanced growth across every part of the business.
These priorities include:
- Driving superior growth by placing consumers at the centre and leading in the premium category.
- Funding the growth through cost discipline and operational efficiency, enabling reinvestment into brands and innovation.
- Raising the bar on sustainability and responsibility, with a clear ambition to become net zero carbon in production by 2030 and across the full value chain by 2040.
- Becoming the best-connected brewer by accelerating digital capabilities and building a unified, customer-first ecosystem.
- Unlocking the full potential of people by fostering a high-performance culture and nurturing talent across the organisation.
“We don’t just brew beer,” Martijn concluded. “We invest in people, innovation, and communities—and that’s how we’ll continue to grow with Malaysia.”
