A NEW ERA - Heineken Malaysia Berhad

w w w . h e i n e k e n m a l a y s i a . c o mA N N U A L R E P O R T 2 0 1 6

THE ALL-TIME LOCAL FAVOURITE ANCHOR SMOOTH

WORLD-ACCL AIMED ICONIC ASIAN BEER

TIGER BEER

WORLD’S NO. 1STOUT GUINNESS

WORLD’S NO. 1 CIDER STRONGBOW

WORLD’S NO. 1 INTERNATIONAL PREMIUM BEER

HEINEKEN®

A N E W E R A

We build true human connections and break down barriers, because we believe great moments of shared experiences are the best in life.

We are inspired by consumers to brew the best beers and extend that same passion to all of our brands, products and activities.

We are proud of our family history and Dutch heritage and derive from them our entrepreneurial spirit that takes us to every corner of the world.

We are brand builders. The Heineken® brand defines and unites us while our many local, regional and global brands make our portfolio diverse and unique.

People are at the heart of our company. We see our strength in trust, diversity and progress.

We stand by our values: passion for quality, enjoyment of life, respect for people and for the planet.

We always advocate for responsible consumption. We are committed to our communities and strive to consistently improve the impact we make on the planet.

We work with our customers and partners to grow together and seek to win with integrity and fairness.

And we are convinced that by staying true to these commitments, we create value for our shareholders.

WE ARE HEINEKEN.

WE ARE

4 Sustainability From Barley to Bar

6 People • Planet • Performance

8 Corporate Information

9 Board of Directors

17 Management Team

ABOUT US

64 Heineken®

66 Tiger

68 Guinness

70 Portfolio Brands

73 Innovation

76 Trade Marketing Highlights

GROWING BRANDS

30 Brewing a Better World

BREWING A BETTER WORLD

45 Supply Chain Highlights

48 Human Resources Highlights

52 Corporate Responsibility Highlights

58 IT Highlights

60 Financial Highlights

62 Commercial Highlights

OUR OPERATIONAL REVIEW

22 Chairman’s Statement

25 Management Discussion & Analysis

OUR STRATEGIC REVIEW

Scan this QR code to find more information online at www.heinekenmalaysia.com

ABOUT THIS REPORTIn FY16, we stepped into a new era as Heineken Malaysia Berhad, building on a strong track record of more than 50 years in Malaysia. In this new era, sustainability is at the core of our business, where people and the planet are key priorities on our agenda whilst delivering long-term value for our shareholders. We are proud to present this combined report, which merges our Annual Report and Sustainability Report into a single publication, demonstrating our commitment to integrate sustainability into all areas of our business, with the goal of Brewing a Better World. The Heineken Malaysia Berhad Annual Report 2016 has been prepared in accordance with Bursa Malaysia Main Market Listing Requirements. This FY16 report covers a cumulative period of 18 months, from 1 July 2015 to 31 December 2016, as we aligned ourselves with the HEINEKEN Group financial year which ends on 31 December. As part of our efforts in delivering sustainable value, we have printed this publication using FSC-mix paper, which is environmentally friendly.

C O N T E N T S77 Statement on Corporate Governance

93 Audit Committee Report

96 Statement on Risk Management & Internal Control

HOW WE ARE GOVERNED

155 Properties Owned by The Group

156 Other Information

157 Analysis of Stockholdings

160 Notice of 52nd Annual General Meeting

163 Notice of 53rd Annual General Meeting

Appendix A - Notice of 52nd Annual General Meeting

AppendixB-VerificationofEnvironmentalPerformance Reporting

GRI G4 Index

Forms of Proxy

Group Directory

OTHERS

102 Financial Highlights

103 Analysis of Group Revenue

104 Financial Statements

OUR NUMBERS

B R E W I N G

Brewing beer is a craft. Strict safety standards are adhered to. HEINEKEN Malaysia and our Master Brewers are committed to improve energy and water efficiency and switching to more environmentally friendly energy sources where feasible.

P A C K A G I N G

Our beer is served in bottles, cans and kegs. We are constantly looking to innovate, finding ways to optimise the production of our packaging materials, such as light-weighting and increasing the recycling and re-use rate.

D I S T R I B U T I O N

The movement of our products across the local market is carefully managed. We optimise distribution by effectively managing our distribution networks. Health and Safety Policies are in place to ensure a safe working environment.

C U S T O M E R S

Thousands of retailers, bars, restaurants and clubs serve a selection of our brands. We promote awareness on responsible serving and sensible drinking to ensure our products are consumed responsibly.

A G R I C U L T U R E

1

2

4

5

6

HEINEKEN Malaysia is committed to only importing the highest quality raw materials from Europe and Australia. From the researching of seeds, farming to harvesting, processes are subjected to strict supervision by HEINEKEN. Only the best malted barley and hops are selected and imported from HEINEKEN pre-approved suppliers.

FROM BARLEYSUSTAINABILITY

WE PURSUE AN INCREASINGLY HOLISTIC APPROACH TO SUSTAINABILITY.OUR STRATEGY FOCUSES ON THE ENTIRE VALUE CHAIN ‘FROM BARLEY TO BAR’.

E M P L O Y E E S

3

7

8

C O M M U N I T I E S

We are committed to making a positive impact where we work, live and sell our products. Investing in programmes geared to protect our natural water resources and education led initiatives. We work closely with local communities, NGOs and key government stakeholders to this outcome.

C O N S U M E R S

Through our portfolio of premium and mainstream brands, we continue to innovate to bring consumers enjoyment with new products and creative drinking experiences. At the same time, we campaign strongly to reinforce responsible consumption under our Drink Sensibly banner.

PAY

T R A I N I N G

H E A LT H C A R E

O P P O R T U N I T I E S

HEINEKEN Malaysia employs 547 people. They enjoy benefits and rewards – pay, training, healthcare, career opportunities. The HEINEKEN Employees and Human Rights Policy supports and guides us all to act according to our core values. The HEINEKEN Code of Business Conduct provides guidance so that every employee knows what is expected of them. The annual Employee Climate Survey tracks engagement levels and what action is required on dimensions that fall short.

TO BAR

A B O U T U SHEINEKENMALAYSIABERHAD

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5 engaged in the

SUNGAI PENCHALA

W.A.T.E.RPROJECT

NEW COMMUNITIES

PEOPLE PLANETPEOPLE

PERFORMANCE

OPER AT ING C A SH

(POST-CAPEX)

RM48 8 mi l l ion

2.6%

RM1.6 mil l ion

on growing communit ies through the GAB FOUNDATION

547NUMBER OF EMPLOYEES

HEINEKEN Life Saving Rules

HEALTH & SAFETY

Employee Climate Survey HEINEKEN Speak Up Policy

COMMUNICATIONS

42% Female

Senior Managers

GENDER DIVERSITY

AT HEINEKEN MALAYSIA, WE BELIEVE IN THE LONG-TERM SUSTAINABILITY OF OUR BUSINESS AND IN CREATING VALUE FOR OUR KEY STAKEHOLDERS. WE BELIEVE THAT BUSINESS GROWTH AND SUSTAINABILITY GO HAND IN HAND, WITH OUR FOCUS ON PEOPLE, PLANET AND PERFORMANCE.

4.7%

Re duc t ion in Water Usage vs 2015

PL ANET 215,000 consumer s engage d through D r ink S ensib ly soc ia l me dia campaigns

A B O U T U S HEINEKENMALAYSIA

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of H eineken ® brand ’s me dia budget on a responsib le consumpt ion campaign at the Formula 1® Pet rona s Malay s ia G rand Pr ix

Invested

30%

PERFORMANCE

RE VENUE

RM2 . 8 bi l l ion

4.9%

PROFITBEFORETAX

RM5 49 mi l l ion

11.1%

out let s par tnere d to promote D r ink S ensib ly t ips

60

21,000 training hours with an investment of over RM1.5 million

Short Term Assignments abroad Asia Pacific Graduate Programme

TALENT DEVELOPMENT

CULTURALDIVERSITY–NATIONALITIES

5.3%

Re duc t ion in CO 2 Emiss ions vs 2015

140 G re en Refr igerator s purcha se d


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CORPORATE INFORMATION

DIRECTORS

Dato’ Sri Idris Jala (Chairman)

Hans Essaadi (Managing Director)

Martin Giles ManenDatin Ngiam Pick Ngoh, LindaFrans Erik EusmanChoo Tay Sian, KennethYong Weng Hong

SECRETARY

Ng Sow Hoong (MAICSA 7027552)Tel : 603-7861 4537Email : [email protected]

REGISTERED OFFICE

Sungei Way BreweryLot 1135, Batu 9, Jalan Klang Lama46000 Petaling JayaSelangor Darul Ehsan, MalaysiaTel : 603-7861 4688Fax : 603-7861 4602Emai : [email protected] : www.heinekenmalaysia.com

AUDITORS

KPMG PLTChartered AccountantsLevel 10, KPMG Tower8 First Avenue, Bandar Utama47800 Petaling JayaSelangor Darul Ehsan, MalaysiaTel : 603-7721 3388Fax : 603-7721 3399

SHARE REGISTRAR

Tricor Investor & Issuing House Services Sdn BhdUnit 32-01, Level 32, Tower A Vertical Business SuiteAvenue 3, Bangsar SouthNo. 8, Jalan Kerinchi59200 Kuala Lumpur, Malaysia

Tricor Customer Service Centre Unit G-3, Ground FloorVertical PodiumAvenue 3, Bangsar SouthNo. 8 Jalan Kerinchi59200 Kuala Lumpur, MalaysiaTel : 603-2783 9299Fax : 603-2783 9222Email : [email protected]

PRINCIPAL BANKERS

Citibank BerhadBNP Paribas Malaysia BerhadStandard Chartered Bank Malaysia BerhadHSBC Bank Malaysia Berhad

STOCKEXCHANGELISTING

Listed on the Main Market of Bursa Malaysia Stock short name : HEIMStock number : 3255


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BOARD OFDIRECTORS

DATIN NGIAM PICK NGOH, LINDA

YONG WENG HONG

HANS ESSAADI

MARTIN GILES MANEN

DATO’ SRI IDRIS JALA

FRANS ERIK EUSMAN

Sitting from left to right:

Standing from left to right:

INDEPENDENT NON-EXECUTIVE DIRECTOR

MANAGING DIRECTOR

INDEPENDENT NON-EXECUTIVE DIRECTOR

CHOO TAY SIAN, KENNETHNON-INDEPENDENT NON-EXECUTIVE DIRECTOR

NON-INDEPENDENT NON-EXECUTIVE DIRECTOR

SENIOR INDEPENDENT NON-EXECUTIVE DIRECTOR

NON-INDEPENDENT NON-EXECUTIVE DIRECTOR


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DIRECTORS’PROFILES

D A T O ’ S R I I D R I S J A L A

INDEPENDENT NON-EXECUTIVE

DIRECTOR

CHAIRMAN

MASTER’S DEGREE IN

INDUSTRIAL RELATIONS,

UNIVERSITY OF WARWICK

BACHELOR’S DEGREE IN

DEVELOPMENT STUDIES AND

MANAGEMENT, UNIVERSITY

SAINS MALAYSIA

Age 58

Malaysian

MaleDate of Appointment : 1 January 2017

Dato’ Sri Idris Jala is President and Chief Executive Officer (CEO) of Performance Management and Delivery Unit (PEMANDU) Associates, and Advisor to the Prime Minister of Malaysia on the National Transformation Programme. He was also the Minister in the Prime Minister's Department from 2009 to 2015, completing the two terms of Senatorship.

Dato’ Sri Idris Jala is a renowned transformation guru in turning around companies’ performance through his big fast results methodology and transformational strategies that are innovative, rigorous and relevant to today’s demands. He has continuously delivered sustainable socio economic reforms which, in 2014, saw Bloomberg place him among the top 10 most influential policy makers in the world.

Under his leadership, PEMANDU was also named by NESTA, UK and Bloomberg Philanthropies as one of the top 20 most innovative Government agencies in the world. Today, Dato’ Sri Idris Jala travels around the world assisting governments deliver their very own transformation journeys.

In addition, Dato’ Sri Idris Jala is an Expert Resource Speaker at the Harvard Health Leaders’ Ministerial Forum and a Visiting Fellow of Practice at the Oxford Blavatnik School of Government. He also served on

the Advisory panel for the World Economic Forum on New Economic Growth and also on the Advisory Panel of World Bank.

Prior to his Government stint, Dato’ Sri Idris Jala was Managing Director/CEO at Malaysia Airlines (MAS) for three years. He was brought on board to turn around the airline which was in crisis due to a prolonged bout of losses from operational inefficiencies.

Before MAS, he spent 23 years at Shell, rising up the ranks to hold senior positions including Vice President, Shell Retail International and Vice President Business Development Consultancy, based in UK. This included successful business turnarounds in Malaysia and Sri Lanka.

In view of his contribution to society, Dato’ Sri Idris Jala has received honorific titles from the King of Malaysia and various State Governments of Malaysia. He was conferred the 'First Order' medal by the Italian Government.

Dato’ Sri Idris Jala also serves on the Board of Malaysia Petroleum Resources Corporation, Johor Petroleum Development Corporation Berhad and Talent Corporation Malaysia Berhad.


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DIRECTORS’ PROFILES

H A N S E S S A A D I

MANAGING DIRECTOR

BACHELOR’S DEGREE IN

FINANCE, HOTELSCHOOL,

THE HAGUE

Date of Appointment : 1 March 2013

Hans started his career in 1991 as a Sales Representative with HEINEKEN Netherlands and in 1995, he moved to HEINEKEN Germany as Sales Manager. He returned to HEINEKEN Netherlands in 1997, first serving as Heineken Export Manager with the Heineken Export Group and then as Senior Brand Manager with Vrumona, a major Dutch soft drinks manufacturer and a wholly – owned subsidiary of HEINEKEN until the end of 2002. In early 2003, Hans was appointed Country Manager of HEINEKEN Puerto Rico, a key market for the Heineken® brand. By the end of 2005, he was appointed General Manager of Brau Union International based in Vienna, Austria, the export operations of HEINEKEN Central and Eastern Europe, overseeing offices in Slovenia, Serbia and Germany.

Subsequently, in 2008, Hans was appointed General Manager of Sirocco, a joint venture between HEINEKEN and Emirates in Heineken Region – Africa and Middle East, his most recent role prior to joining HEINEKEN Malaysia. In this role, he oversaw several key markets in the Gulf Region and managed a portfolio of brands from various principals including HEINEKEN International, AB InBev, Molson Coors and Asia Pacific Breweries.

Hans currently serves as a Governing Council Member of the Confederation of Malaysian Brewers Berhad.

Age 51

Dutch

Male


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M A R T I N G I L E S M A N E N

SENIOR INDEPENDENT

NON-EXECUTIVE DIRECTOR

CHARTERED ACCOUNTANT

MEMBER OF THE

MALAYSIAN INSTITUTE OF

ACCOUNTANTS AND THE

MALAYSIAN INSTITUTE

OF CERTIFIED PUBLIC

ACCOUNTANTS

Date of Appointment : 29 August 2008

Martin served more than 21 years with Sime Darby Group, holding various senior positions including Group Tax Controller, Group Company Secretary, Group Finance Director and Divisional Director of the Allied Products & Services Division. After leaving the Sime Darby Group in 2007, he served as Chief Executive Officer of a public relations and communications consultancy until May 2009. Martin started his career at KPMG with whom he served 11 years in Malaysia and the United Kingdom, undertaking audit, tax and business advisory assignments.

Martin has served as a member of the Malaysian Accounting Standards Board and the Executive Committee of the International Fiscal Association (Malaysia Branch).

Martin also serves on the Board of Hong Leong Investment Bank Berhad and Unisem (M) Berhad.

Age 62

Malaysian

Male


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INDEPENDENT NON-EXECUTIVE

DIRECTOR

BACHELOR OF ARTS(HONS)IN

SOCIAL SCIENCES, UNIVERSITY OF

MALAYA

DIPLOMA IN ADVERTISING

AND MARKETING, INSTITUTE OF

COMMUNICATIONS, ADVERTISING AND

MARKETING (CAM),UK

D A T I N N G I A M P I C K N G O H , L I N D A

Date of Appointment : 3 December 2012

Datin Ngiam was the Group Managing Director/Chief Executive Officer of Star Publications (M) Bhd (now known as Star Media Group Berhad) from 1 July 2008 to 30 June 2011. She was first employed in The Star as Advertising Sales Promotions Manager in 1985 before serving as General Manager, Advertising and Business Development in 1995. In 2004, she was appointed as Deputy Group General Manager and in 2007 she was promoted to Executive Director/Group Chief Operating Officer before assuming the office as Group Managing Director/Chief Executive Officer in 2008, a position she held till her retirement in 2011.

She was a Board Member of the Audit Bureau of Circulations (ABC) Malaysia and Chairperson of the ABC Content & Communications Committee. She represented The Star on the Malaysian Newspapers Publishers Association (MNPA) as its Honorary Secretary and was a Board Member of the Advertising Standards Authority (ASA) Malaysia.

Datin Ngiam also serves on the Board of Star Media Group Berhad, MUI Properties Berhad and Hong Leong Assurance Berhad. She also serves as a Trustee of Yayasan Sin Chew.

Age 61

Malaysian

Female


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F R A N S E R I K E U S M A N

NON-INDEPENDENT


MASTER OF BUSINESS

ADMINISTRATION, VU UNIVERSITY

AMSTERDAM, THE NETHERLANDS

Date of Appointment : 9 October 2015

Frans joined HEINEKEN in 1987. He has worked in various finance and general management positions in Europe and Asia, which included his role as Corporate Control & Accounting Director from 2003 to 2005. From 2005 to 2010, he was Managing Director of HEINEKEN France. From 2010 until 2015, he was Chief Business Services Officer and member of the Executive Committee of HEINEKEN N.V. In July 2015, he was appointed President of HEINEKEN Asia Pacific.

Age 54

Dutch

Male


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C H O O T A Y S I A N , K E N N E T H

NON-INDEPENDENT


ADVANCED MANAGEMENT

PROGRAMME, HARVARD

BUSINESS SCHOOL

CHARTERED ACCOUNTANT,

SINGAPORE

BACHELOR OF ACCOUNTANCY DEGREE(HONS),

NANYANG TECHNOLOGICAL

UNIVERSITY, SINGAPORE


Kenneth Choo is the Managing Director of Heineken Asia Pacific Pte Ltd (HAP) responsible for the growth and development of its operating companies within the Asia Pacific region. He joined HAP in 2003 and has held senior positions in Finance and Business Development with HAP. He played a key leadership role during HEINEKEN’s acquisition of Asia Pacific Breweries Limited (APB) and following that, the successful integration of APB.

From 2013 to 2014, Kenneth led the Finance function across Asia Pacific as Senior Director Regional Finance, overseeing planning and control, strategy development, accounting and reporting, tax and treasury as well as people and competency development. He took on the Regional Director role in 2014, leading the operating companies in Singapore, Indochina and exports cluster at HAP.

Before joining HEINEKEN, Kenneth was the Regional Business Development Director of global retailer, Royal Ahold NV.

Age 49

Singaporean

Male


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Y O N G W E N G H O N G

NON-INDEPENDENT


BACHELOR OF ACCOUNTANCY,

NANYANG TECHNOLOGICAL

UNIVERSITY, SINGAPORE


Weng Hong is the Business Control Director at Heineken Asia Pacific Pte Ltd. He has over 23 years of experience in Finance across Singapore listed companies, government agency and multinational companies. Weng Hong first joined Asia Pacific Breweries Limited (APB) (now known as Heineken Asia Pacific Pte Ltd) in 2001 as a Project Manager. He was promoted several times over the years and eventually to General Manager, Group Finance in 2007. He played instrumental roles in overseeing accounting and reporting, financial planning and analysis, strategic planning, M&A deals, post-acquisition integration, people development and investor relationships.

After the acquisition of APB by HEINEKEN, he led the integration of the finance function in Asia Pacific region. In his current role, he acts as an active business partner to the operating companies and various functions in supporting business decisions, driving business performance and developing people capabilities in the region.

Age 48

Singaporean

Male


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MANAGEMENTTEAM

ANDREW WOONKEAN LEONG

RENUKAINDRARAJAH

MAUD MEIJBOOM VAN WELMARKETING DIRECTOR

From left to right:

SALES DIRECTORCORPORATE AFFAIRS & LEGAL DIRECTOR

HANSESSAADIMANAGING DIRECTOR

WILLIAMMATHERS

CHOWYI LIN

TEOHONG KENGFINANCE DIRECTOR SUPPLY CHAIN

DIRECTOR

LIM KWAN-SEKHUMAN RESOURCES DIRECTOR

IT DIRECTOR


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MANAGEMENT TEAM PROFILES

H A N SE S S A A D I

T E OH O N G K E N G

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Managing Director, HEINEKEN Malaysia,

since March 2013• General Manager, Sirocco (joint venture

between HEINEKEN and Emirates in Heineken Region – Africa and Middle East) (2008 - 2012)

• General Manager, Brau Union International, Vienna, Austria (2005 - 2008)

• Country Manager of HEINEKEN Puerto Rico (2003 - 2005)

• Held various roles within HEINEKEN Group, including Senior Brand Manager with Vrumona, Heineken Export Manager, Sales Manager with HEINEKEN Germany and Sales Representative with HEINEKEN Netherlands (1991 - 2002)

MANAGING DIRECTOR

FINANCE DIRECTOR

BACHELOR’S DEGREE IN FINANCE, HOTELSCHOOL, THE HAGUE

CHARTERED ACCOUNTANT,SINGAPORE

BACHELOR OF ACCOUNTANCY, NANYANG TECHNOLOGICAL UNIVERSITY, SINGAPORE

SingaporeanDutch

Appointment Date : 19 July 2016Appointment Date : 1 March 2013

Male Male

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Over 15 years experience serving in

various finance roles• Previous roles include Head of Finance of

Cambodia Brewery Limited, and Finance Manager and Management Accountant of Tiger Export Pte Ltd

• Most recent role before joining HEINEKEN Malaysia was as Finance Director in Asia Pacific Breweries (Singapore) Pte Ltd

Previous experience:• Honeywell Singapore Pte Ltd - Business

Analyst• BNP Paribas Merchant Bank Asia Ltd

- Assistant Regional Management Accountant


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A N D R E W W O O NK E A N L E O N G

M A U D M E I J B O O MV A N W E L

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Overseeing the sales portfolio for

HEINEKEN Malaysia, growth and expansion

Previous experience:• Over 20 years experience across

retail, consumer electronics and telecommunications in both domestic and regional capacities

• Samsung Electronics - Regional Director for Home Appliances; TV & AV division

• Kraft Food Singapore - Country Manager• Other roles include Johnson & Johnson

(Singapore and Malaysia); Procter & Gamble Malaysia

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Over 15 years experience within

the Group• Held various roles in The Netherlands

and abroad, ranging from Brand Development, Marketing Strategy, Communication - Media Strategy and Innovation

• Previously Marketing Director at DB Breweries (New Zealand), focusing on strengthening brands like Heineken®, Tiger, Monteith’s, Orchard Thieves and Old Mount

SALES DIRECTOR

MARKETING DIRECTOR

BACHELOR OF INFORMATION TECHNOLOGY (HONS),UNIVERSITY UTARA MALAYSIA

MASTER OF SCIENCE IN ECONOMICS, RIJKS UNIVERSITEIT GRONINGEN, THE NETHERLANDS

Appointment Date : 19 September 2016 Appointment Date : 1 April 2016

DutchMalaysian

Male Female


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R E N U K AI N D R A R A J A H

WORKINGEXPERIENCE

Within the HEINEKEN Group:• 15 years experience within the Group• Held various roles including Head of

Legal Affairs before being promoted to Coporate Relations & Legal Director (now Corporate Affairs & Legal Director)

• Since June 2007, serving as a Governing Council Member of the Confederation of Malaysian Brewers Berhad and since May 2013 as Trustee of the GAB Foundation

Previous experience:• Over 20 years of working experience in

legal including over 10 years experience in corporate affairs

• Skrine - Advocate & Solicitor specialising in corporate law

• Sema Group - Regional Legal Counsel• Schlumberger Sema - Vice President of

Legal

CORPORATE AFFAIRS & LEGAL DIRECTOR

SUPPLY CHAIN DIRECTOR

FORMERLY AN ADVOCATE AND SOLICITOR OF THE HIGH COURT OF MALAYA

SOLICITOR OF THE HIGH COURT OF AUSTRALIA

SOLICITOR OF THE SUPREME COURT OF QUEENSLAND

POST GRADUATE DIPLOMA IN LEGAL PRACTICE(QUT)

BACHELOR OF LAWS, UNIVERSITY OF QUEENSLAND

W I L L I A MM A T H E R S

MASTER BREWER, THE INSTITUTE OF BREWING AND DISTILLING

BACHELOR OF SCIENCE IN BREWING, HERIOT WATT UNIVERSITY, UK

Appointment Date : 15 April 2015Appointment Date : 1 February 2002

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Over 9 years experience within the Group• Held several senior supply chain roles

including Head Brewer at John Smiths Courage Brewery; Group Manufacturing Development Manager; and Operations Integration Manager at Scottish & Newcastle Plc.

Previous experience:• Over 30 years brewing experience

covering technical and operation functions with several major brewing companies in UK, Europe including The Netherlands

• Started as an entrepreneur in 1981 with a micro brewery in Glasgow, Scotland

BritishMalaysian

Female Male


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C H O WY I L I N

HUMAN RESOURCES DIRECTOR

IT DIRECTOR

BACHELOR OF SCIENCE (INFORMATIONSYSTEMS),UNIVERSITY OF NEW SOUTH WALES, SYDNEY

L I M K W A N - S E K

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Overseeing HEINEKEN Malaysia's human

resource portfolio

Previous experience:• Over 18 years domestic and

multi-sectoral experience• AIA Malaysia - Chief HR Officer• Sime Darby Bhd - Head of

Organisational Performance• Malayan Banking Berhad - Head of

Organisational Development • Accenture - Management Consultant

WORKINGEXPERIENCE

Within the HEINEKEN Group:• Over 17 years experience in various roles

including Head of Information Services and Technology

Previous experience:• Over 29 years experience in total

covering IT Management, Service Delivery and IT Solutions

• Burberry Singapore - Senior IT Manager• Diageo Singapore - Regional Service

Delivery Manager

MASTERS OF SCIENCE IN ECONOMICS MANAGEMENT, LONDON SCHOOL OF ECONOMICS, UK

BACHELOR OF ARTS(HONS)IN SOCIOLOGY, READING UNIVERSITY, UK

Appointment Date : 1 January 2014 Appointment Date : 1 December 2014

MalaysianMalaysian

Male Female

O U R S T R A T E G I C R E V I E WHEINEKENMALAYSIABERHAD

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I consider it a

privilege to be part

of Heineken Malaysia

Berhad (HEINEKEN

Malaysia), a strong

and well-governed

company within

an iconic global

organisation.

HEINEKEN has a rich

heritage of over 150

years, stellar track

record and presence

in more than 170

countries across

the globe, and in

Malaysia, we build on

more than 50 years

of growing together

with the nation..

DATO’ SRI IDRIS JALAChairman

CHAIRMAN’SSTATEMENT

O U R S T R A T E G I C R E V I E W HEINEKENMALAYSIA

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Many ask me why the brewery industry, and I ask them back, “Why not?” The Dutch connection is strong. I had a stint with Shell, an Anglo-Dutch company for 23 years. It is nice to be coming back into the ‘circle’ once again in a different portfolio.

This latest assignment adds variety, having come from rather different areas like oil and gas, aviation, and government transformation. It is a fun industry, premised on connecting people over great drinks, good times and awesome experiences, yet one that advocates moderation and responsible consumption. Who would not want to be part of that?

I joined HEINEKEN Malaysia on the cusp of exciting times. I have come to be known as a ‘transformative man’, and it seems very apt that my appointment comes at a time when the Company has transformed from Guinness Anchor Berhad to HEINEKEN Malaysia.

CHAIRMAN’S STATEMENT

H E I N E K E N M a l a y s i a ’ s t r a n s fo r m a t i o n j o u r n e y i n t h e n e w e r a w i l l fe a t u r e s u s t a i n a b i l i t y a t t h e c o r e o f o u r b u s i n e s s .

People • Planet • PerformanceHEINEKEN Malaysia’s transformation journey in the new era will feature sustainability at the core of our business. Ultimately, we focus on creating long-term value for our shareholders by operating sustainably in a responsible manner.

On a personal note, these are matters close to my heart, and I am glad that HEINEKEN has these values engrained into its DNA as well. We know from experience that when we take care of our people, consumers, business partners and communities, as well as the sustainability impact we create through our business, the financial yield will naturally follow suit.

People are the heartbeat of our organisation, and HEINEKEN Malaysia invests in training and development for our team. We can arrange cross-postings or staff exchange for

career development with our integration into HEINEKEN’s global network. The safety of our employees is our number one priority, thus, we rolled out 100% induction on HEINEKEN’s Life Savings Rules (LSR) module towards achieving a zero-accident workplace.

Vendors and suppliers are part of our family and we support better business and work processes towards making their work more equitable. In financial year 2016 (FY16), we rolled out Project Breakout, a mega IT-engineered project which has transformed the way we do business with increased operational and cost efficiencies through our new Route-to-Market process.

We believe business growth and sustainability go hand in hand, which is why sustainability is embedded into our business plan under the HEINEKEN sustainability strategy Brewing a Better World. Substantial efforts are invested to reduce our environmental footprint year-on-year, and our Drink Sensibly consumer campaign continues as a trademark of HEINEKEN Malaysia’s responsible consumption education and awareness initiatives. We have engaged over 215,000 consumers nationwide in 2016. This year alone, we invested RM1.6 million on growing communities through our signature W.A.T.E.R Project and English Enrichment Training Programme.

We stand by our values – passion for quality, enjoyment of life, respect for people and for the planet.


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CHAIRMAN’S STATEMENT

HEINEKEN Malaysia Poised for Greater GrowthMy previous assignments have been to transform and turn-around organisations into profitability, but here at HEINEKEN Malaysia, I helm an establishment that is already on solid ground, with commendable results year-on-year, a remarkable feat led by Hans and his team.

We achieved solid results despite a persistently challenging environment marked by a tough economic climate. Adding on the sectoral elements with increase in excise duty rates, regulatory tightening, ongoing contraband insurgence, all in all provided an interesting business canvas. Through all this, HEINEKEN Malaysia continued to deliver a solid performance on the back of strong fundamentals, iconic brand portfolio and effective commercial execution, improved planning and production processes as well as a robust commercial strategy.

HEINEKEN Malaysia’s financial results demonstrate that we are on the right track. We will continue to deliver what we do best – quality brews each and every time.

We will continue to work closely in cooperation with the Royal Malaysian Customs Department, and with our counterparts, on a united agenda in stamping out contraband products. Illicit alcohol causes the government to lose revenue and does not support the Malaysian economy, and we will not tolerate this. We appreciate the ongoing efforts of the authorities and will continue to support all initiatives aimed at fighting contraband.

Stewardship, Governance, IntegrityIn today’s times, more than ever, it is critical that the Board dispenses its fiduciary duties and responsibilities judiciously as steward and counsel in overseeing and protecting shareholders’ value. This covers the entire spectrum, from returns on investment, all the way to ensuring the ongoing and long-term sustainability of the business to the value we create and contribute in the society as a corporate citizen. You can be assured that the Board and I will continue to uphold and safeguard these priorities.

We do not believe in focusing entirely on short-term gain. Preserving corporate brand and reputation is paramount on our agenda. The Board will act as a ‘check and balance' to ensure that great financial gain does not come at the cost of destroying the Company’s reputation. We are steadfast to preserve and continue the good legacy of HEINEKEN's 150-year heritage as well as our Company's history of more than 50 years in Malaysia.

Over FY16, HEINEKEN Malaysia rolled out the induction into the HEINEKEN Code of Business Conduct to all employees, from brewery staff all the way to senior management. Our Speak Up policy introduced in FY15 is firmly in place, and we renew our commitment to it on a yearly basis. We also rolled out the HEINEKEN Supplier Code, bringing our suppliers on board the HEINEKEN way.

Where Do We Go from HereChallenges will continue to come our way, which is the norm, but HEINEKEN Malaysia is well positioned with a resilient business to overcome them. We will continue to push our sustainability agenda in line with local priorities and global goals, and are working towards further reduction of waste and our environmental footprint in the near future. With the spirit of innovation leading our way and our pulse close to the ground, we will challenge ourselves to innovate and create new breakthroughs operationally and commercially, in winning the game.

HEINEKEN is a great company. Combining our expertise and passion with taking responsibility for our values will pave the way for future success. I am honoured to be working alongside a talented team at HEINEKEN Malaysia, and on behalf of the Board, thank them for their dedication and commitment that has seen so many good things achieved in FY16 amidst a challenging environment.

To my fellow Board members, thank you for the warm welcome, and together, we will continue the good work laid down by previous Boards, and most recently, Tan Sri Saw Choo Boon, the previous Chairman in building the strong foundation that has enabled GAB, and now HEINEKEN Malaysia, to grow to greater heights. On behalf of the Board, I would like to record our appreciation to Tan Sri Saw for his contributions to the Company.

We would also like to thank our shareholders, business partners, customers, consumers and stakeholders for your continued confidence, trust and support in us.

I look forward to the many more successes we will create together in the next era of HEINEKEN’s journey in Malaysia.

DATO’ SRI IDRIS JALAChairman, HEINEKEN Malaysia

In FY16, HEINEKEN Malaysia engaged more than

215,000consumers and partnered with 60 outlets nationwide to spread awareness on responsible consumption.


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MANAGEMENTDISCUSSION & ANALYSIS

HANS ESSAADIManaging Director

In summary, FY16

was a solid year for

HEINEKEN Malaysia

that showcased our

business resilience,

with strong

fundamentals and

sound commercial

strategy. This has

enabled us to improve

our market position

despite a challenging

environment.


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Entering a New EraOn 21 April 2016, to align with HEINEKEN’s corporate identity, we changed the Company’s name from Guinness Anchor Berhad to Heineken Malaysia Berhad while maintaining our shareholding structure with 51% held by GAPL Pte Ltd, a wholly owned subsidiary of Heineken N.V and 49% by the general public. We celebrated this momentous occasion with over 1,000 stakeholders comprising business partners, media, and employees.

On behalf of the Board and Management Team, I would like to express our sincere appreciation for the continued trust and loyalty of our shareholders, employees, business partners, and consumers, whose support along the journey enabled a smooth transition with no disruption to the business.

At HEINEKEN Malaysia, we are committed to make sustainability a paramount focus of our business, with respect for people and the planet being a core value for us. Alongside this, we will continue to prioritise new innovations and optimise process and system improvements, to create sustained value for our shareholders.

Navigating a Challenging Market LandscapeThe operating environment continued to be challenging. In FY16, we navigated a market landscape characterised by the following observations: • Global geo-political uncertainties, rising

oil prices, and a tightening domestic economy flanked by currency volatility and the rising cost of living continued to pressure consumer sentiment;

• As consumers seek better value for money (in quality or price), this translated into growth for our Premium and Value segments;

MANAGEMENT DISCUSSION & ANALYSIS

On 7 October 2015, Heineken N.V.’s acquisition of the remaining stake held by Diageo PLC in our principal shareholder, GAPL Pte Ltd, propelled us to a new chapter in our ongoing journey building on a strong track record of more than 50 years in Malaysia. The Company was incorporated on 24 January 1964 and listed on the Main Market of Bursa Malaysia since 1965. The Sungei Way Brewery in Petaling Jaya, Selangor has been in operation since 1965.

• As an organisation, we entered into a new era, with a name change from Guinness Anchor Berhad (GAB) to Heineken Malaysia Berhad (HEINEKEN Malaysia) to reflect the corporate identity of the Company and its relationship with the HEINEKEN Group.

• As a business, we reported double-digit growth with 11.1% increase in profit before tax to RM549 million, and 4.9% growth in revenue to RM2.8 billion for the cumulative 18-month period ended 31 December 2016.

• As a business partner and manufacturer, we continued to unlock efficiencies along our entire value chain, which translated into performance excellence and cost-savings for our distributors, trade partners, as well as for us.

• As an employer, we continued to invest in the development and wellbeing of our people which shines through their level of engagement and commitment to the Company.

• As a responsible corporate citizen, we made good progress towards Brewing a Better World. We reduced our water usage by 4.7% and CO2 emissions by 5.3% in 2016.

To commemorate this historical milestone, Heineken Holding N.V. Executive Directors, Charlene de Carvalho-Heineken and Michel de Carvalho visited the Sungei Way Brewery in May 2016 and formally welcomed us into the world of HEINEKEN.


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with over 770,000 conversations. Tiger STREATS, the first ever culinary cross-collaboration of street food and fine dining by Michelin-starred chefs, generated 12 million impressions online.

We also continued to strengthen our product portfolio through innovation, in tune with market trends and consumer feedback, with a long-term view of improving market penetration. Our innovation platform ensured we continue winning the game with a consumer-inspired approach to balance our portfolio with current and innovative new line extensions. In FY16, we introduced four new variants into the market with Tiger White – Asia’s first wheat beer, Anchor Smooth Draught, Smirnoff Ice Black and Strongbow Dark Fruit.

With strong support from a flexible and efficient supply chain, we have strengthened our market position. Through ongoing efforts to yield improved efficiencies across the value chain, we have been able to better monitor and control product

freshness, ensuring our customers have the right product levels, translating into costs savings across the chain. Just as important, operational efficiencies ensured our consumers get the freshest products every time.

Our innovation also unlocked efficiencies in our business processes, streamlined work tracks and optimised key enablers to effect greater cost savings that contributed to our bottom line. In FY16, we successfully completed Project Breakout, a mega IT-engineered project which has transformed our Route-to-Market processes. This has enabled us to leverage on an empowered sales force with access to up-to-date sales information, a streamlined distribution network that operates with greater clarity, and a modern structure with new capacities to better manage outlet contracts and trade promotions, enabling us to serve an outlet universe of 28,000 business partners throughout Malaysia more efficiently.

• Dining out and entertainment became increasingly costly and resulted in a shift towards consuming at home, allowing us to tap into off-trade growth;

• While the beer market continued to grow ahead of population growth, innovation remained a key strategy to drive penetration.

Winning with Brands and Strategies for Greater ReturnsAs a market leader in the Malaysian beer and stout industry operating across Peninsular Malaysia, as well as Sabah and Sarawak, we continued to lead the charge with a robust and competitive offering of our portfolio of iconic brands. Heineken® and Guinness spearheaded growth in the premium segment. Tiger continued to be our leading mainstream offering whilst Anchor achieved solid growth reflecting consumers’ desire for value. This is supported strongly by other well-established brands in our portfolio including Anglia Shandy, Malta as well as our imported brands Strongbow, Smirnoff Ice, Paulaner and Kirin Ichiban.

In terms of leading edge brand experiences, for the first time, Heineken® took on the prestigious Formula 1® global sponsorship, while the return of the Guinness Amplify campaign had a reach of over 5 million. Tiger’s crowd appeal attracted some 4,000 fans to its Tiger Jams Centrestage event celebrating emerging talents in the music and arts scene, while igniting widespread reactions over social media

PROF I T B E FORE TAXR E V E N U E

RM549RM2.8 millionbillion


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The Operational Review will provide a deeper outline and results to the various operating activities and processes that supported HEINEKEN Malaysia’s business objectives and strategies.

Our Financial PerformanceOur financial year has been aligned to the HEINEKEN Group to end on 31 December, which accounts for the cumulative 18-month performance results (1 July 2015 to 31 December 2016 – FY16) being reported under this Annual Report. We will adopt the usual cycle of 12 months for FY17 onwards.

Over the cumulative 18-month period, HEINEKEN Malaysia has recorded healthy growth performance across all financial indicators. We marked consistent growth in revenue and profit before tax in each cumulative quarter versus the previous financial year.

Revenue increased by 4.9% to RM2.8 billion and profit before tax grew by 11.1% to RM549 million during the cumulative 18-month period. We attribute the solid growth numbers to the results of the goals and strategies we had uniformly worked on across the Company, which led to strong portfolio performance with growth across all brands; while our operational capacities benefit from cost efficiencies through global procurement initiatives, effective commercial execution and growth in the modern off-trade channel.

The volatile currency market and weakened Ringgit posed a challenge to our input cost. This was mitigated by leveraging on HEINEKEN's global contracts as well as improved operational efficiency.

Our operating cash flow post capital expenditure (capex) increased by 2.6% from the comparative 18-month period mainly through working capital improvements in better credit and inventory management; offset partially by higher capex investments incurred for Project Breakout.

Further, we acknowledge the change in Legal Purchasing Age (LPA) from 18 to 21, which will come into effect on 1 December 2017. Whilst contraband remains a significant issue, the LPA change may not be effective in deterring underage purchase due to the availability of cheap contraband products. We maintain our commitment towards encouraging moderation and responsible consumption, and believe education and outreach efforts would be more effective to achieving this goal.

With respect to the Customs’ bills of demand dated 28 August 2015 demanding payment of additional excise duties and sales tax, totaling RM56.3 million, we continued to maintain our position that these bills of demand are without basis and we have good grounds to resist this.

A Culture of Integrity and GovernanceIntegrity and governance is the guiding light to our business sustainability and our role as a responsible corporate citizen. We hold these values very highly. Sustainable growth requires that we act according to HEINEKEN’s core values – Passion for Quality, Enjoyment of Life, Respect for People and for the Planet. Our Code of Business Conduct and Speak Up policy guide us in how we conduct ourselves and our business each and every day. I am pleased to report that 100% of our employees have completed the HEINEKEN’s eLearning module on our Code of Business Conduct. HEINEKEN Malaysia also adopts a proactive and transparent approach to risk. We actively monitor and track risk through a stringent risk management and audit framework overseen by our Risk and Control Workgroup and the Audit Committee.

Investing in Our People and Our CommunitiesPeople are at the heart of our Company. With a total headcount of 547, we see our strength in trust, diversity and progress. At HEINEKEN Malaysia, we continued to invest in our employees’ developmental progression, and their overall wellbeing. We invested over 21,000 training hours during the period under review for employees’ training and development, to the tune of over RM1.5 million.

As a result of our performance, HEINEKEN Malaysia for the period under review has proposed afinalsingletierdividendof 60 sen per stock unit, payable in May 2017, subject to the approval of shareholders at the forthcoming Annual General Meeting. The total dividend for the 18 months ended 31 December 2016 is 145 sen per stock unit, which represents 103% of theGroupprofitaftertax.

Managing Risks ProactivelyContraband results in loss of goverment revenue and undermines our business. It is a key risk that is high on our agenda. As an industry leader, HEINEKEN Malaysia continued to engage closely with the Government to support all efforts aimed at eradicating contraband.

As a result of the new excise duty structure based on alcohol content which came into effect on 1 March 2016, beers at 5% Alcohol By Volume (ABV) saw a 10% increase in taxes. Whilst the new excise duty structure has done away with ad valorem, it has not entirely addressed the inequitable tax rates for beer as compared to wine, spirits and compounded hard liquor. We will continue our engagement with the Government to create an equitable tax system in line with World Health Organisation (WHO) recommendations, which specify that higher content alcohol should be taxed at a higher rate.


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Being part of HEINEKEN’s global network of over 73,500 employees, our people have access to cross-market postings for career development. On top of being a great place to work, I am pleased to share that from October to December 2016, we have placed five of our employees on Short Term Assignments in the Asia Pacific region.

We also continued to carry out extensive corporate responsibility initiatives and community outreach programmes through our Foundation. In FY16, we spent RM1.6 million on growing communities through our W.A.T.E.R Project and the English Enrichment Training Programme (EETP). The W.A.T.E.R Project in Selangor and Perak have collectively educated and engaged more than 3,600 people from local and business communities to improve awareness on the importance of protecting our rivers. In FY16, the EETP was held for the fifth year and trained some 63 teachers from 45 schools across Perak, Melaka, Negeri Sembilan, Kedah, Sabah, Sarawak and Johor.

Our Drink Sensibly (DS) campaign demonstrated our commitment to encourage responsible consumption. For us the goal is to make moderate, responsible consumption aspirational. In 2016, more than 215,000 consumers were engaged through our DS social media campaigns. In addition, we partnered with 60 trade partners to spread awareness on the importance of responsible consumption.

These are just some of the many good initiatives the team and myself have been driving. Our positive environmental impacts are stated in the Brewing a Better World section of the report.

On The HorizonWe have made good strides in 2016, but it does not stop here. In 2017, HEINEKEN rolled out a refreshed Company Purpose – We Are HEINEKEN, uniting the global organisation with a collective long-term focus. It is a Manifesto about who we are, what we believe in and what values bind us together. It captures the DNA of our Company as we feel it has always been, in a plain, simple and truthful style.

In the pipeline, we will push our sustainability agenda further and target to further reduce our environmental footprint. Promoting a safe and secure zero-accident workplace also continues as a priority for the wellbeing of our employees and we will be working further on improving compliance with HEINEKEN Life Saving Rules.

FY17 is expected to remain challenging due to both global and domestic economic uncertainties with increased regulatory requirements. Consumer sentiment is expected to remain soft, with a growing contraband market that continues to be a significant challenge to the industry. HEINEKEN Malaysia is determined to continue to outperform by delivering on our key strategies, through growing our iconic portfolio of brands, strengthening our commercial strategies and investing in our people. At the same time, as part of the HEINEKEN Group, we will leverage on the integrated global supply chain to further improve efficiencies, as well as implement long-term cost saving measures enabled by fact-based decision making.

The success we continue to have would not be possible without the dedication, commitment and passion of the great team we have in HEINEKEN Malaysia. And for that, I am honoured to be working alongside each and every one of them. To all employees, thank you for making FY16 a great success!

I would also like to thank the Board of Directors for their guidance especially through external challenges and through the transition into HEINEKEN Malaysia.

On behalf of the Board and the Management Team, we would like to record our deepest appreciation to our former Chairman, Tan Sri Saw Choo Boon who has been our beacon of light and kept us on solid ground since 2012. His stewardship on the Board has been characterised by strategic thinking and his tireless support to Management in engaging the Government to address challenging issues faced by the industry. He has a combined gift of wisdom and amazing charisma and we have benefited from his depth of knowledge and understanding. We are grateful for Tan Sri Saw’s steadfast support and dedication to HEINEKEN Malaysia and the Foundation over the past years.

We are honoured to welcome an inspirational business leader in the form of Dato’ Sri Idris Jala, who took over the helm as Chairman on 1 January 2017. We look forward to working with him closely as HEINEKEN Malaysia navigates this exciting new era.

Hans EssaadiManaging Director


B R E W I N G A B E T T E R W O R L DHEINEKENMALAYSIABERHAD

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Brewing a Better World (BaBW) is HEINEKEN's global strategy to creating long term sustainable value. Our goal is to make sustainability a business imperative rather than something that lies outside the Company's day-to-day operations – mitigating the impact of environmental and social risks while looking at ways to create genuine economic opportunities and value across the board for HEINEKEN Malaysia, our key stakeholders and the local community.

ScopeUnder BaBW, there are six focus areas where we believe we can make significant and meaningful differences. We are pleased to share that we are making good progress in our 2016 milestones and are working towards fulfilling our BaBW commitments for 2020.


B R E W I N G A B E T T E R W O R L D HEINEKENMALAYSIA

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HEINEKEN Malaysia’s Value Chain Our sustainability strategy is aligned with the HEINEKEN approach and is customised towards the needs of our market. At the global level, this covers the entire value chain 'From Barley to Bar'. At HEINEKEN Malaysia, the value chain starts from the brewing process and ends with the consumers.

We aim to report our sustainability performance annually as a way to communicate and be accountable to our valued stakeholders.

OUR VALUE CHAIN

FOCUS AREAS

Agriculture Malting Brewing Packaging Distribution Customer Consumer

PROTECTING WATER RESOURCES

SOURCING SUSTAINABLY

REDUCING CO2 EMISSIONS

ADVOCATING RESPONSIBLE CONSUMPTION

PROMOTING HEALTH AND SAFETY

GROWING WITH COMMUNITIES

VALUES AND BEHAVIOURS

Reliability, Completeness and MethodologyWe aim to improve our sustainability milestones by constantly seeking feedback from our stakeholders, refining our internal controls and extracting meaningful data from our systems as outlined above.

Accident Reporting & Investigation Software (ARISO)

Business Comparison System (BCS)

SAFETY REPORTING

ENVIRONMENTAL REPORTING

BUSINESS CONTROL ANDTAXATIONTRACKING

GLOBAL SUSTAINABILITY MEASUREMENT SYSTEM FOR BaBW AREASGreen Gauge Reporting System

Company Information Logistic (CIL)

Currently,sustainabilityeffortsare led by our Management Team members and are reported to our Board of Directors on a quaterly basis. We are in the process of formalising a Board elected committee and will disclose the structure in our next report.

SUSTAINABILITY GOVERNANCE


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201632

Our Corporate Responsibility performance was initially tracked based on four core areas; responsible marketplace, good environmental performance, workplace best practices and enriching communities. As we are now part of HEINEKEN, we will track our milestones against BaBW goals, which focuses on embedding sustainability into our business.

Focus Areas2015

Results2016

Achievements Indicator2018

Global Milestones2020 Global

Commitments

Water consumption3.83 hl/hl

Water consumption 3.65 hl/hl

Reduce specific water consumption

to 3.6 hl/hl

Reduce specific water consumption

to 3.5 hl/hl

Reduced CO₂ by 6.14% when

compared to 2014

Reduced CO₂ emissions by 5.3% when

compared to 20151

Reduce CO₂ emissions from

production by 37%2

Reduce CO₂ emissions from production by 40%2

as compared to 2008

Out of scope for 2015

Purchased 140 green refrigerators

100% green refrigerators purchased

Reduce CO₂ emissions of our refrigerators

by 50%3


85% of our suppliers have signed the

HEINEKEN Supplier Code

95% compliance with four-step Supplier Code

Procedure

Ongoing compliance with our Supplier Code

Procedure

Interacted with more than 140,000

consumers via Drink Sensibly

Interacted with more than 215,000

consumers via Drink Sensibly

Two measurable partnerships recorded

Report publicly on a measurable

partnership on advocating

responsible consumption

Every market reports publicly on a measurable

partnership


100% employees have been educated on

HEINEKEN Life Saving Rules (LSR)

Operating companies

accomplish 80% of the actions coming from

HEINEKEN LSR plans

HEINEKEN LSR action plans

fully implemented

W.A.T.E.R Project: Engaged 20

companies on best practices on waste

management

English Enrichment Training Programme:

Trained 60 educators from underprivileged school in seven

states

W.A.T.E.R Project: Engaged five new

communities

English Enrichment Training Programme: Trained 63 educators from underprivileged school in seven states

No milestones have been set

Global commitments to be decided in the

coming years

Reference:

1 CO₂ calculation was defined differently before 2014 therefore Malaysia’s 2018 and 2020 achievement will be reported against Baseline 2014.

2 Global milestone was required to be against Baseline 2008. In relation to item 1, CO₂ progress will be reported against Baseline 2014.3 Global milestones makes reference to Baseline 2010. For Malaysia, this was only in scope effective April 2016, therefore, future

assessments will be made against Baseline 2016.

PROMOTING HEALTH AND SAFETY

GROWING WITH COMMUNITIES

AchievedIndicator On-going

OUR PROGRESS






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STAKEHOLDER ENGAGEMENT

How We Engage with Our Stakeholders Engaging our diverse stakeholders in long-term dialogue sessions provide important input that informs our decision making and help us to continuously improve and make progress towards our sustainability commitments. We engage with our stakeholders in a variety of formal and informal settings. Our engagements range from meetings with local, regional and national groups to ongoing dialogues with our suppliers and consumers. By proactively working together with external stakeholder partners, we are able to identify and address issues by bringing together the expertise, knowledge and passion of many organisations and individuals. This approach helps us achieve greater positive impact on environmental, social and economic issues. Under the guidance and direction of an independent consultancy, PricewaterhouseCoopers (PwC), we embarked on an exercise with our Leadership Team in HEINEKEN Malaysia to prioritise and define our key stakeholders. The outcome of this exercise will be used in the coming financial year, to further strategise how we communicate and respond to our stakeholders.

STAKEHOLDER UNIVERSE

REGULATORS & PUBLIC AUTHORITIES

SUPPLIERS

SHAREHOLDERS/INVESTORS

MEDIA

NON GOVERNMENTAL ORGANISATION & COMMUNITIES

EMPLOYEES/ EMPLOYEE REPRESENTATIVES

ASSOCIATIONS

CUSTOMERSCONSUMERS


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STAKEHOLDER ENGAGEMENT

Our key stakeholders and communications strategies for 2016 are outlined below:

WHO WE ENGAGE HOW WE ENGAGE OUR FOCUS

• Courtesy visits• Dialogue sessions• Industry workshops• Regular scheduled meetings• Round-table discussions• Industry and F&B sector engagement

REGULATORS & PUBLIC AUTHORITIES

• Industry issues• Alcohol tax structure• Licensing and regulatory matters• Anti-Contraband initiatives

• Annual HR roadshow (HR4U)• Department Away Day/Teambuilding• Department meetings• Employee Climate Survey • Inclusive, supportive and open office work

environment• Quarterly Leadership Team meetings• Quarterly lunch and meet with Union employees • Quarterly Townhall meetings• Union Work-Site Committee engagements

EMPLOYEES/EMPLOYEE REPRESENTATIVES

• Insight gathering for better work environment• Industrial relationship management• Strategic direction and performance

management• Talent development• Create a 'Great Place to Work'• Foster industrial harmony and positive

employee relations

• Annual trade partner engagement • Distributor Engagement session• One-on-one interviews

CUSTOMERS • Business strategy and targets • Identification of areas for improvement • Drink Sensibly engagement with outlet owners• Professional solutions training for frontline staff

• Annual General Meeting• Write-in to Company Secretary and Investor

Relations• Analysts and media briefings• One-on-one meetings with investors• Timely announcement to Bursa Securities• Annual Report• Company website

SHAREHOLDERS/INVESTORS • Strategic direction and business performance• Shareholders' returns

• One-on-one interviews• Social media• Brand events

CONSUMERS • Consumption trends• Consumer needs• Drink Sensibly• Product quality and freshness

• Biennial supplier engagement programmes• Engagement and education programme on

new requirements• Supplier evaluation and feedback sessions

SUPPLIERS • Suppliers comply to the HEINEKEN Supplier Code • Win-win solutions• Long-term partnerships

• Media and analyst briefings • One-on-one interviews

MEDIA/ANALYSTS • Strategic direction and business performance• Issues impacting industry

• Direct engagement through GAB Foundation• Facilitated engagement through local

non-governmental organisation

NON GOVERNMENTAL ORGANISATION & COMMUNITIES

• W.A.T.E.R Project • English Enrichment Training Programme (EETP)

• Engagement session• Dialogue sessions• One-on-one meetings

ASSOCIATIONS • Industry issues


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MATERIALITY MATRIX

Reference:1 'Concern to stakeholders' is defined as the importance of a sustainability issue to the stakeholders.

2 'Significance to the Company' is defined as the importance of a sustainability issue to HEINEKEN Malaysia

SignificancetotheCompany2

Important

Impo

rtan

t

Very Important

Very

Impo

rtan

t

Most Important

Mos

t Im

port

ant

Conc

ern

to s

take

hold

ers1

Priority issues

1 Responsible Marketing and Consumption

2 Product Safety, Quality, Hygiene

3 Regulatory Compliance

4 Water Management

5 Occupational Health and Safety

6 Human Capital Development

7 Supply Chain Management

8 Waste Management

9 Employees’ Labour Relations

10 Economic Impact and Tax

11 Energy and Carbon Management

12 Community Investment and Development

13 Human Rights

1

8

512

3

10

7

2

9

6

13

4

11

Materiality Assessment for HEINEKEN MalaysiaIn line with Bursa Malaysia’s sustainability reporting guide, we conducted a materiality assessment through data analysis and stakeholder engagement to gather insights on material related to economic, environmental and social issues, which are key to our Company. PwC conducted an internal workshop with the Leadership Team and analysed data from all functions in relation to our BaBW focus areas to derive to a materiality matrix that is relevant to our Company. The preliminary matrix was then validated by our Management Team. Our materiality process is detailed as below:

Data gathering

and analysis01

02

03

04

Materialityworkshop with the Leadership Team

One-on-one engagement with selected

Management Teammembers

HEINEKEN Malaysia Materiality Matrix

derived

HEINEKEN Malaysia has in place a structured Risk Management Framework. The key features of the framework are reported in pages 96 to 100 of this report


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SUSTAINABILITY ISSUES UNIVERSE

No. Material Issues Description GRI AspectsBaBW Focus

Areas

1 Responsible Marketing and Consumption

• Ensures all marketing advertising, promotional, and sponsorship activities are in compliance with local laws and regulations; in line with the commitment to sensible drinking and that no banned or disputed products are being sold within the value chain.

• Advertise the Company's brands and consumption in an accountable and positive manner, including responsible product labelling.

• Promote moderation when enjoying alcoholic beverages.

Marketing Communications

Product Service and Labelling

Local Communities

Advocating Responsible Consumption

2 Product Safety, Quality and Hygiene

• Maintain high standards in product safety, quality and hygiene.

Customer Health and Safety

Promoting Health and Safety

3 Regulatory Compliance

• Compliance to the local regulations and other core operational regulations (e.g. environmental, labour, health and safety).

Compliance Values and Behavours

• Anti-corruption policies that the Company has in place to implement controls, mechanisms and initiatives to assess risk as well as the prevention and identification of corruption.

Anti-Corruption

4 Water Management

• Systematic effort to monitor and improve the efficient use of water in the brewing and production process.

Water Protecting Water Resources

5 Occupational Health and Safety

• Cultivate a strong culture of Health and Safety with all the employees. This includes encouraging employees to lead by example on responsible consumption.

Occupational Health and Safety

Promoting Health and Safety

6 Human Capital Development

• Maintain and improve human capital development, particularly through training and education. This involves skills development and employee performance monitoring.

• Ensuring timely discussion of significant operational changes and engaging with employees to negotiate and implement these changes.

• Level of diversity, work culture and Company's approach to equal opportunity.

Training and Education

Labour/Management Relations

Diversity and Equal Opportunity

Values and Behaviours

7 Supply Chain Management

• Policies, processes and practices in place to increase efficiency and minimise risks.

• Screen suppliers for issues relating to their labour practices, environmental concerns and human rights-related issues.

• Assess suppliers impact on society and ability to mitigate negative social impacts.

Procurement Practices

Supplier Assessment for Labour Practices

Sourcing Sustainably


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SUSTAINABILITY ISSUES UNIVERSE

No. Material Issues Description GRI AspectsBaBW Focus

Areas7 Supply Chain

Management(Cont'd)

• Support of local suppliers to avoid practices that may cause or contribute to negative impacts in the supply chain e.g. stability or length of relationships with suppliers, lead times, ordering and payment routines, purchasing prices, changing or cancelling order, etc.

Supplier Environment Assessment

Supplier Human Rights Assessment

Supplier Assessment for Impact on Society

Sourcing Sustainably

8 Waste Management

• Minimise waste generation.

• Reuse and recycle waste.

• Sound effluent management to ensure the Company complies with local, state and federal regulations.

EffluentsandWaste Protecting Water Resources

9 Employees’Labour Relations

• Good labour relations between employees and management is key to the Company's license to operate in the manufacturing industry. This includes identifying any circumstances which may need rectification.

Forced or Compulsory Labour


10 Economic Impact and Tax

• Generate sustainable economic value and creating wealth for stakeholders is important to ensure the Company's financial sustainability. This includes contribution of positive economic impact, infrastructure investments and services (e.g. job creation for the local community as a result of the construction of new facilities or extension of existing facilities)

Economic Performance

Indirect Economic Impacts

Growing with Communities

11 Energy and Carbon Management

• Efficient use of total energy consumption from either renewable or non-renewable sources (e.g. fuel, electricity, heating, cooling and steam) within and outside the Company. The efficient use of energy in production and refrigerators reduces direct and indirect greenhouse gas (GHG) emissions

Energy

Emissions

Reducing Carbon (CO2) Emissions

12 Community Investment and Development

• In order to sustain the Company's license to operate, we engage local communities through development programmes based on area of need.

• Development of grievance mechanisms for external stakeholders in order to manage complaints from the community.

Local Communities Growing with Communities

13 Human Rights • To address human and labour rights that impact operations and incidents of discrimination.

• Includes developing of grievance mechanisms and screening protocols into operational processes.

Human Rights’ Grievance Mechanisms

Investment in Human Rights Screening and Training

Non-Discrimination

Child Labour



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201638

SPOTLIGHT ON PROGRESSIVE POLICIES, SYSTEMS & PRACTICES


Water is a key ingredient in our products. Our consumption is in the form of raw materials used to produce our products and extends to packaging and the cleaning process. This is why we are focusing on minimising our water footprint throughout our value chain. We have embarked on various water optimisation efforts including the reduction of our bottle washer nozzle that reduced our consumption from 9.0m3/hr to 4.5m3/hr.

OTHER REFERENCE FOR MORE INFORMATION

W.A.T.E.R Project on pages 55 and 56 to see how we protect our water resources through external intiatives.

Wastewater TreatmentOur wastewater is treated to ensure that no harmful substance is released from our brewery. Utilising a process called anaerobic treatment, a biochemical reaction takes place in the absence of oxygen resulting in organic carbon being converted into carbon dioxide, methane and biomass. The second method utilises an aerobic treatment where oxygen is associated in biological reactions and results in organic carbon being converted to carbon dioxide and biomass. Our processes warrant our wastewater quality is compliant and as prescribed by the Department of Environment, Malaysia.

HEINEKEN Utilities BenchmarkOur pursuit of preserving natural resources is practised by all operating companies under HEINEKEN. With the HEINEKEN Utilities benchmarking model, we are able to identify the optimal level of energy and water for breweries to operate in. Thus, enabling us to stay true to our ambitions of preserving our natural resources in the most efficient ways.

We have set ambitious water and CO2 emission reduction targets across our value chain. Our policies, systems and practices govern the way we conduct our business and paves the pathway to achieve our goals by 2020.

Promoting Environment StabilityUnder HeiRule 6 of our HEINEKEN Rules, we continuously seek to improve the environmental footprint of our products, services and other business activities. It is this commitment towards being environmentally responsible in every aspect of our business that will help us achieve our global ambition to be the world’s greenest brewer by 2020. We will get closer to this goal by continuously working to reduce our natural resource consumption and carbon emissions. We will focus on avoiding and reducing waste and pollution because we understand the key to sustainability begins with us.

2014 vs 2016

15.5%


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Energy ManagementWe are well aware of the importance and need to manage our energy efficiently as brewing and distribution involves energy intensive processes. In 2016, we improved energy savings through various initiatives including improving our boilers to optimisation of our building air-conditioning system.

On the external front, we have invested on 140 green refrigerators, which are non-ozone depleting beer cooler model. This model has Energy Management System that is approved for usage by the Government of Malaysia.

We appointed an independent third party, Rapid Genesis Sdn Bhd, a consulting company specialising in carbon footprinting to provide independent assessment, validation and verification for our environmental performance. Please refer to Appendix B for the verification report.

Supply Chain Operations and ContinuityHeiRule 7 of our HEINEKEN Rules strives for world-class operational performance and customer service with a minimum amount of disruptions in the supply chain. This is to ensure that the impact of disruptions in our supply chain is minimised by having controlled of our weakest link. Critical business functions are designed to be resilient, arrangements are made to recover or restore business and a response plan is established to cope effectively with any major incidents or disasters.




Supply Chain Highlights on pages 45 to 47

Business Comparison SystemWe have in place a software system which enables us to track our water, thermal, electricity and CO2 emissions. The Business Comparison System (BCS) allows us to assess, review, store and validate all the environmental data, leading to more efficient and sustainable use of our resources through improved strategies and execution.

11.1%

12.2%

2014 vs 2016

17.2%


ANNUALREPORT

201640



Sourcing SustainablyDisruptions to our supply chain can pose operational risks. An internal global supply chain policy and management process mitigates this risk and minimises the effect of any disruption. Our policies mandate the identification of back-up suppliers for raw materials should the primary supplier fail to meet its obligations. These policies and management systems have been put into place to ensure a smooth transition.

Aligning Our Procurement ProcessesIn continuing our integration processes with our global operations, Capability Roll Out (CRO) Procurement was rolled out to standardise our system with that of HEINEKEN Global Procurement. The automation process aims to drive higher efficiency and increase effectiveness in our procurement process, thus ultimately resulting in cost savings.

Rolling Out Our Supplier CodeOur suppliers are key to achieving our sustainability commitments, as much of our impact lies indirectly with them. During the year, we rolled out our HEINEKEN Supplier Code, along with the HEINEKEN Malaysia Supplementary Code. The Codes detail our resolute commitment and enforcement of Integrity and Business Conduct, the adherence to human rights and the environment. The way in which suppliers should communicate, monitor and comply are also included.

EnsuringQualityandCostEfficienciesHeiRule 21 of our HEINEKEN Rules requires that we purchase the required quality and quantity of goods, materials and services whilst delivering operational cost efficiencies to ensure sustainable procurement leadership in our industry.

CRO PROCUREMENT

Right suppliers for the right products and

services

Improve visibility spending

Monitor suppliers

performance

We leverage on the strength of our position to scale our procurement purchases and drive operational efficiencies, improve working capital and reduce volatility of some of our key input costs.


IT Highlights on pages 58 and 59

We maintain strong relationships with our key suppliers to ensure an uninterrupted supply of required quality and quantity of materials and services at the right commercial terms.

Way of sourcing a contract

Language for materials and vendors

Way of ordering and receiving goods and services

CRO


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Self RegulationWe strongly believe in responsible marketplace practices. Every employee and representative is required to follow our Code of Marketing Practice Provisions, supported by an internal approval system.

Complies with laws and regulations

Encourages sensible drinking

Does not display offensive marketing

Does not target underage drinkers

Shows respect for abstinence

Present clear and factual information on alcohol content

Does not imply medicinal and therapeutic benefits

Does not imply social and sexual success

Does not portray anti-social activities

Promotions do not encourage excessive drinking

Does not promote drinking and driving

PROV. 01

PROV. 02

PROV. 03

PROV. 05

PROV. 07

PROV. 09

PROV. 04

PROV. 06

PROV. 08

PROV. 10

PROV. 11

Industry Standards and CommitmentWe are one of the signatories to the Confederation of Malaysian Brewers Code of Marketing that highlights principles in relation to responsible marketing, retailing and consumption. The Code ensures we are in line with the Malaysian law, regulatory guidelines and are respectful of social, cultural and religious norms.

The Governing Council members from the two breweries meet and discuss any non-compliance of the Code and how these will be addressed.

Enjoy Responsibly and Drink SensiblyWe are committed to building a culture of responsible consumption amongst our internal and external stakeholders.

We participated in a global initiative HEINEKEN rolls out annually to reinforce the importance of responsible consumption – HEINEKEN Enjoy Responsibly Day. In Malaysia, to mark this special day and to reinforce awareness of drinking responsibly, we worked in collaboration with our Heineken brand team on a targeted 'Don't Drink and Drive' campaign in conjunction with the 2016 Formula 1® Petronas Malaysia Grand Prix event in Sepang.

Our consumer education campaigns have been rolled out under our Drink Sensibly (DS) banner since 2010. Our DS platform focuses on using social media as a core outreach channel. Two milestone campaigns were implemented for the year in review, DS Truism and 'Gift of Safety' campaigns.

DRINK SENSIBLY MILESTONES SINCE 2010

More than

450,000consumers engaged through

on-ground activations

Close to

RM4 million

invested on responsible drinking initiatives

Reached out to over

7.9 million people since 2014

More than

10,000frontlineretailstaff

trained on responsible serving via our

professional solutions academy

More than

7,000downloads of

the Drink Sensibly app


Drink Sensibly campaigns in Corporate Responsibility Highlightson page 53

DRINK SENSIBLY MILESTONES SINCE 2014


ANNUALREPORT

201642


PROMOTINGHEALTH AND SAFETY

We believe that a safe and healthy workplace is a fundamental right of every person and also a business imperative. Nothing is more important than ensuring our employees and the people we work with are safe when they perform their duties. ‘Safety First’ is our number one priority.

Product Quality and SafetyWe subscribe to ISO 9001:2008 which specifies requirements for a quality management system. Compliance to this standard means a demonstration of our ability to consistently provide products that meets statutory and regulatory requirements and processes for continued improvement to enhance customer satisfaction.

Hazard Analysis and Critical Control Point (HACCP) Our food and safety system is HACCP certified by the Ministry of Health, Malaysia. It is a management system in which food safety is addressed through the analysis and control of biological, chemical and physical hazards in the food manufacturing chain. It ensures that we adhere to the highest standards of food safety in our production processes.


HEINEKEN Life Saving Rules on pages 46 and 50


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GROWINGWITH COMMUNITIES

We believe it is important to contribute to the communities in which we operate. We make our greatest contribution through our business itself – by creating jobs, supporting suppliers, contributing to the tourism sector and paying taxes. In addition, we improve the quality of lives of our surrounding communities through our corporate social responsibility arm – GAB Foundation.

Our Approach to TaxWe believe that being a responsible tax payer is an essential element of our sustainability strategy. The taxes we pay are an important part of our contribution to the growth of the Malaysian economy. In 2016, we contributed more than RM1.3 billion in excise duties and taxes.

To support government revenue collection, we set up the Joint Action Task Force with the Royal Malaysian Customs Department (RMCD) through the Confederation of Malaysian Brewers Berhad (CMBB). We believe that this initiative played an important supportive role and is one of the factors which enabled RMCD to successfully collect an additional 6% revenue in 2016.

GAB FoundationOur initiatives are focused on three main building blocks; Environment, Education and Community. Over the last 10 years, we have contributed more than RM15 million through our Foundation.


Activities of GAB Foundation on pages 54 to 57

REACHED OUT TO MORE THAN 40,000 MALAYSIANS,

85 LOCAL AND BUSINESS COMMUNITIES AND 215 EDUCATIONAL INSTITUTIONS

SINCE 2007


ANNUALREPORT

201644


VALUES AND BEHAVIOURS

People are at the heart our Company. We see our strength in trust, diversity and progress. Our values represent what we stand for as a corporate citizen, a business partner and an employer. They are part of our Company culture, and our Code of Business Conduct, Supplier and Marketing Codes.

Employee EngagementThe HEINEKEN Employee Climate Survey is conducted annually in coordination with IBM to assess our people's view on the working environment.

In the 2016 survey, 95% of our employees responded to this survey. The results concluded that our people's pride, advocacy and satisfaction are above local FMCG and global norm. Our people's intention to stay within the Company is now in line with the global norm and above the FMCG norm.

Our Management Team has reviewed each individual department findings and developed action plans to further improve the working environment for our people.


Human Resource Highlights on pages 48 to 51

Employees feeling proud to work for

HEINEKEN Malaysia

Employees willingness to recommend

HEINEKEN Malaysia as a great place to work

Employees extremely satisfiedwithHEINEKEN

Malaysia as a place to work

77%

2015

2016

incr

ease

d to

incr

ease

d to

incr

ease

d to

2015

2016

2015

2016

88%

78%

80%

62% 67%

Code of Business ConductThe current HEINEKEN Code of Business Conduct has been in place across our business since 2013. Supported by a variety of communication and training materials, it ensures all our people understand what is expected of them when acting on behalf of the Company. The Code and its policies are available in more than 30 languages both online and as a printed booklet.

Employees and Human RightsThe HEINEKEN Global Employees and Human Rights Policy (EHRP) has underpinned the HEINEKEN Code of Business Conduct since 2013. It endorses the principles of the Universal Declaration of Human Rights and the Core Conventions of the International Labour Organisation (ILO) – setting out 11 standards on employees and human rights including non-discrimination, forced labour, harassment, and grievance procedures.

SNAPSHOT OF THE 2016 CLIMATE SURVEY

O U R O P E R A T I O N A L R E V I E W HEINEKENMALAYSIA

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SUPPLY CHAINHIGHLIGHTS

In FY16, we achieved the following: Maintained excellent levels of product quality against HEINEKEN

Global Standards Enhanced safety standards through the adoption of HEINEKEN

Life Saving Rules (LSR) Improved environmental performance with reductions in

water, electricity and thermal consumptions, contributing to a reduction of CO2 emissions.

IT processes that standardised our procurement systems with HEINEKEN Global, driving higher efficiency

Supply Chain and SustainabilitySustainability is a key strategic pillar which helped us make a difference. In the lifecycle of our products and services, we ensured that best practices are applied across our operations. This enables us to deliver long-term environmental and economic benefits for the business and our stakeholders.

Protecting Water ResourcesWater security is an increasing concern for our nation and people. Water is the ultimate shared resource – and it is everyone’s responsibility to safeguard it for the future. We made it a priority to use this shared resource responsibly. As a Company, we ensured that we reduce the use of water year-on-year through innovation and change of behaviours. Since 2014, we have reduced our water consumption by 15.5%.

MAKINGADIFFERENCE–DELIVERINGPERFORMANCETHROUGHOURPEOPLE

We wanted to uplift the performance of our Supply Chain operations by involving all our Supply Chain employees andutilisingalltheirskillsandabilities.Welaunchedthetheme'MakingaDifference'toempowerdecisionmakingto drive engagement and involvement. The theme is embedded throughout the entire process in maintaining our commitment to deliver great drinks consistently each and every time. Our team focused on operational excellence, productivity and consistency in product quality.

O U R P R I O R I T I E S A R E M A I N TA I N E D, W H E R E W E

A C T I O N E D T H R O U G H T H E F O L L O W I N G K E Y P I L L A R S

Ensure we have the right stock in the right place with the right quality

Safety andCompliance

Cost Awarenessand Control

Service andPerformance

Quality inEverything

Mindset thatEverything

can be Improved

Enableflexiblesupplychainsolutions through innovation

Drive down total cost per hectoliter

2016 vs 2015Reduced 4.7% of total

water usage

Innovationwas key.Wemade a difference and reducedwaterconsumption in our bottle washer by 50%.

hl/h

l

4.5

4.0

3.5

2014 2015 2016

4.32

3.653.83

2016 vs 2015Reduced 4.05%

of electricityconsumption

2016 vs 2015Reduced 6.4%

of thermal energyconsumption

January - December

Water Usage

O U R O P E R A T I O N A L R E V I E WHEINEKENMALAYSIABERHAD

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201646

ReducingCO₂EmissionsCO₂ emissions directly contribute to climate change, causing temperature increases and a rise in sea level. We are committed to reducing CO₂ emissions across our value chain, From Barley to Bar through our energy saving best practices and will continuously explore new ways to minimise our impact on the environment. Since 2014, we have reduced our electricity consumption by 12.2% and our themal energy consumption by 17.2%.

In total, we have reduced CO2 emissions by 11.1% based on 2014 levels.

Safety FirstTo us, the safety of our employees, contractors, consumers and the public is everyone's responsibility. Our ultimate goal is ‘Zero Accidents’. Building a ‘Safety First’ culture remains our number one priority. In FY16, we launched HEINEKEN Life Saving Rules with a 'Dos and Don’ts' guideline for employees and will continue to assess our performance and implement action plans to close any gaps on our safety agenda.

In collaboration with the Human Resources Department, we report incidences through an Accident Reporting and Investigation Software programme (ARISO).

Building a 'Safety First' culture is our number one priority.

SUPPLY CHAIN HIGHLIGHTS(k

g CO

2eq/

hl p

rod 14

13

12

2014 2015 2016

14.00

12.44

13.14 MJ/

hlkW

h/hl

90

11.0

80

10.5

70

10.0

2014

2014

2015

2015

2016

2016

11.52

92.82

82.13 76.86

10.53 10.12

Thermal Energy Consumption

Electricity Consumption

CO2 Emissions

January - December

January - December

January - December


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HEINEKEN Supplier CodeTo ensure we source sustainably, we rolled out the HEINEKEN Supplier Code in April 2016 where vendors and suppliers were briefed and educated on the new standard which covers prevention of child labour, anti-bribery and conflicts of interest.

Supply Chain ConferenceA Supply Chain Conference was held in conjunction with the launch of 'Making a Difference' with the participation of all supply chain employees at Cameron Highlands in April 2016.

SUPPLY CHAIN HIGHLIGHTS

Building on our performance for FY16, we will continue to engage key stakeholders to adopt HEINEKEN LSR and will continue to innovate and find solutions to further improve our environmental performance with further reduction on water, energy and thermal consumption, as well as CO2 emissions.


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In FY16, we adopted the HEINEKEN Greenprint to Win – Six Behaviours. The Six Behaviours reaffirm our commitment to our core values and our long-standing culture of safety, learning and zero-accidents. This inspires us to further improve and achieve the excellence of a high performing company. We cascaded the communications through the 6-month Transition (6T) employee performance review form, and Greenprint booklets distributed at 24 HR4U roadshows.

C O R E VA L U E S G R E E N P R I N T T O W I N

PUT SAFETY FIRST!

FOCUS ON SUPPORT OVER CONTROL

ACT AS AN ENTREPRENEUR

KEEP IT SIMPLE

COLLABORATE THROUGH TRUST

LEARN TO IMPROVE

PASSION FOR QUALITY

1 4

2 5

3 6

Smooth Transition for Employees into

HEINEKEN

Over 21,000 hours Spent on Training and

Development

Over RM1.5 million Invested on

Training and Development

Short Term Assignments acrossAsiaPacific

Our purpose, values and behaviours represent what we stand for as an employer, business partner and corporate citizen. We believe that continued, sustained growth is only possible with a corporate culture that embeds sustainability into the mindset of our people. Towards this, we constantly communicate and engage our people to ensure that our conduct and decisions are in line with HEINEKEN’s objectives, core values, key behaviours and policies.

H I G H L I G H T S

Smooth Transition to HEINEKEN MalaysiaEmployees’ wellbeing and morale were our paramount priority during the transition to HEINEKEN Malaysia. We engaged our employees through four townhalls, supplemented by ongoing line manager 1-on-1 sessions to ensure employees were well-informed, and any matters they had were addressed during this period. The Managing Director was actively involved in the communications, and regularly shared integration updates with employees.

The integration exercise progressed smoothly without distruptions to the business whilst ensuring that employees continued to remain engaged. From a company culture perspective, there was a seamless follow-through as HEINEKEN's Greenprint to Win Behaviours were introduced to all employees, engaging everyone with not just a new identity but also actionable behaviours that define the HEINEKEN way.

RESPECT FOR PEOPLE AND FOR THE PLANET

HUMAN RESOURCESHIGHLIGHTS

ENJOYMENT OF LIFE


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Growing Talent Our employees continued to benefit from the guidance and experience of a multicultural Management Team. On the ground, more career opportunities to build exposure and experience opened up with Short Term Assignments (STA) for local talents. Employees were given the opportunity for short-term placements of between three to six months at regional HEINEKEN operational companies (OpCos) across Asia Pacific, namely in East Timor, Hanoi, Myanmar, Singapore and Sri Lanka. During the year under review, HEINEKEN Malaysia also introduced the Asia Pacific Graduate Programme, a regional initiative aimed at building Asian leaders in HEINEKEN.

We continued to groom our Leadership Team and promising talents through various result-driven programmes to help our people build a fulfilling career with our company. These include regional and local Business Partnering and Leadership Programmes.

Concurrently, we focused on employee development. We invested over RM1.5 million during the year under review on various training and development programmes for all employees across the Company, where over 21,000 hours were routed into training.

HUMAN RESOURCES HIGHLIGHTS

"The STA in Sri Lanka was an eye opening experience as I have never travelled to any foreign country. With the help of my colleagues in Sri Lanka, I improved their brewing process. I also got to know how another brewery operates."

Sze Ming HuiCellar Loss Reduction Project

"Working with the Global Tiger Team in Singapore has been a productive and fruitful experience. I understand strategy a lot better and am also privileged to work with markets from all over the world which is enriching. The STA program not only grows you in your career, it also helps with personal growth which is brilliant."

Debra DeyvitahTiger Global Design Coordinator

"The short stint in Myanmar has brought a great deal of new knowledge to me, especially in the area of strategic planning and budgeting for a young OpCo. It also offered the opportunity to gain experiences from other cultures and working styles, which gave me a better sense of diversity and versatility."

Phuang Hun ChungBusiness Controller, Finance

APB Alliance Brewery Company Ltd

Heineken Asia Pacific Pte Ltd

Asia Pacific Brewery Lanka


ANNUALREPORT

201650

HEINEKEN CODE OF BUSINESS CONDUCT (HeiCode)

What:Our commitment to conduct business with integrity, fairness and respect for the law and values is demonstrated through this code as it sets clear expectations for our people when taking action on behalf of our Company.

Results:100% of our employees completed the eLearning Module.

HEINEKEN RULES(HeiRules)

What:A set of 25 rules that define how we work and conduct our day-to-day business. Each HeiRule has reference to relevant HEINEKEN standards and procedures which help us achieve our business objectives, minimise financial and reputational risk, and protect the health and safety of our people.

Results:Assessments will be done on an annual basis to ensure continuous benchmarking against the prescribed rules.

HEINEKEN SPEAK UP POLICY

What:Speak Up is a global process that allows our stakeholders to raise concerns about suspected misconduct in a confidential manner. In addition, our employees can also directly file a report on a global website that is reviewed at the corporate level to ensure they are dealt with appropriately and confidentially.

Results:24 awareness sessions rolled out to educate employees on the policy.

Progressive Policies and Code of Business ConductIntegrity and governance continued to be staple conduct expected from all employees. We rolled out various courses and modules as required from the HEINEKEN Code of Business Conduct (HeiCode) and HEINEKEN Rulebook (HeiRules) to help employees fully assimilate into the HEINEKEN culture.

Leveraging our access and touchpoints with the larger HEINEKEN Group, as a priority, we will continue to invest into progression development and the welfare of our employees across the board.

Promoting Health and SafetyOur employees' well-being is a priority to us. We are committed to stringent safety standards to create a zero accident environment and have robust systems, policies and procedures in place to help reduce the incidence of injury or harm in the workplace. This includes an Accident Reporting and Investigation Software Programme (ARISO) that provides us with data and analysis to help us improve our safety standards across the Company.

We also focused on building a safety culture and mindset by introducing the HEINEKEN Life Saving Rules which clearly outline the dos and don’ts for high-risk activities. This effort required close collaboration particularly with Supply Chain and Sales Departments.



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Because we believe people are the lifeblood of our business, our Company culture is focused on shaping and developing our most important asset.


Grows Talent

Two-way Communication

Benefits & Rewards

Health & Safety

Great Working Environment

• Shor t Term A ss ignme nt s ab o ard

• A s ia Pac i f ic G raduate P ro gramme

• D ive r s e s e le c t ion of t ra in ing pro gramme s

• Care e r succe ss ion p l anning

• Ta le nt deve lopme nt

• H EIN EKEN L i fe S av ing Ru le s• O n -s i te c l in ic• H e a l t h che ck- ups• F i t ne ss c l a ss e s

• Compre he nsive me dica l b e nef i t s

• Comp et i t i ve re mune rat ion p ackage s

• Awards , me mb e r sh ips and subs cr ipt ions

• 17% Cont r ibut ion to EPF

• O p e n conce pt of f ice env i ronment

• O n -s i te cafete r ia wi t h me al subs id ie s

• T he Tave rn , a sp e c ia l de s igne d s o c ia l and e nte r ta inme nt hub

• Fu l ly e quipp e d gy m

• D e dicate d or ie ntat ion pro gramme • Employe e C l imate Sur vey• H EIN EKEN Sp e ak Up Po l ic y• Informal d ia lo gue s wi t h

M an age me nt Te am • Townh al l me et ings • Re g ion a l ro adshow s

WORKING IN HEINEKEN MALAYSIA


ANNUALREPORT

201652

Regulatory Stakeholder EngagementAs a key player operating in a highly regulated environment, HEINEKEN Malaysia continues to engage closely with the Government, serving as a voice on the ground by providing sound and fair council to the relevant authorities and stakeholders. Below are some key highlights of our ongoing stakeholder engagements with the Government in 2016.

AtHEINEKENMalaysia,westrivetofindsustainablesolutionstomakeadifferencewithintheworldweoperatein. We are fully committed to supporting our local communities and actively engage with various stakeholders in a continuedefforttodrivepositivechange.

Invested approximately RM4 million in our responsible

consumption agenda since 2010

Reached out to 4 million people through various campaigns since 2010

Proactive engagement with the government

on industry issues

Engaged with over 40,000 Malaysians, 85 local businesses

and communities as well as 215 educational institutions

since 2007

H I G H L I G H T S

CORPORATE RESPONSIBILITY HIGHLIGHTS

FIGHT AGAINST CONTRABAND

We continued to engage and support the Royal Malaysian Customs to combat contraband which undermines the legitimate beer industry and negatively impacts the Government's total tax revenue collection.

CHANGESTOEXCISEDUTYONBEER AND STOUT

We have engaged the Government for years on the inequitable tax structure for alcohol. On 1 March 2016, the Ministry of Finance announced an alcohol tax system reform, however, a tax gap still remains between beer and higher content alcohol.

In light of this, we have continued our engagement with Government to review and close the tax gaps between the different categories of alcohol products in accordance with international practices.

INCREASE OF LEGAL PURCHASING AGE

In June 2016, the Government announced that the legal purchasing age would be raised from 18 to 21 years, effective 1 December 2017. While acknowledging and complying with the regulatory change, we have engaged with the Government to highlight the concerns we have. Namely, that an increase in the legal purchasing age without addressing the presence of contraband products in the marketplace is counterproductive.

Illicit alcohol is widely available in the market, suggesting a growing demand for such cheap products, the origins of which are often unknown. A change of legal purchasing age in isolation will drive consumers to resort to cheap and potentially unsafe illicit alcohol.

We have demonstrated our commitment to education initiatives on moderate consumption.

TAX


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Advocating Responsible ConsumptionWe continued to drive Drink Sensibly (DS), one of our key Corporate Responsibility initiatives. The programme champions responsible choices through creative marketing campaigns to build a sensible drinking culture and make moderation a key part of life and enjoyment. We want consumers to enjoy our brands and strongly encourage responsible consumption.

DS TruismIn FY16, we launched the DS Truism campaign in collaboration with Pestle & Mortar, a well known local bespoke t-shirt label. They designed a series of t-shirts for us with DS puns printed on them that were given away as part of a creative digital campaign to encourage the public to become DS advocates. From a social media perspective the campaign reached out to 1.7 million and engaged more than 180,000 people in terms of clicks, likes, shares and comments. The campaign was timed with the launch of our Drink Sensibly Facebook page.

DS Festive - ‘The Gift of Safety’In the fourth quarter of 2016, to reinforce the 'Don't Drink and Drive' message and to encourage party goers to stay safe during the year end festive season, we partnered with Grab Cars to offer 3,000 discounted rides to revelers in the Klang Valley for the month of December and into the New Year. Awareness for the campaign was built with creative Facebook ads with an estimated reach of 500,000 directly via our DS Facebook page.

Collaboration with Trade OutletsWe continued our mission to educate consumers on responsible consumption by partnering with 60 outlets to embed DS messages in their restrooms. DS 'Girl Tips' and 'Bro Tips' were placed prominently behind cubicle doors and DS decals adorned mirrors to reinforce the message of moderation, responsibility and safety.

DRINKSENSIBLY2014–2016MILESTONES

Reached out to more than

7.9million consumers

Partnered with

60 outlets to educate consumers

Close to RM4 million invested into Drink Sensibly to date

Engaged more than

450,000 consumers

Offered

3,000 discounted rides to revelers


ANNUALREPORT

201654

We strive to enrich the lives of communities in areas where our business operates in. We do this actively through our Foundation which was established in 2007. Our Foundation was formed on 5 July 2007 under the Trustees (Incorporation) Act 1952.

Board of TrusteesOur Foundation is governed by a Board of Trustees which comprises of the following individuals, who are well respected leaders from the community and experts from the business and corporate sectors:

O U R F O C U S I S B A S E D O N T H R E E B U I L D I N G B L O C K S

ENVIRONMENT COMMUNITYEDUCATION

Our main programmes under the GAB Foundation are the W.A.T.E.R Project and the English Enrichment Training Programme.


OUTREACH SINCE 2007

40,000MALAYSIANS

85 LOCAL AND BUSINESS

COMMUNITIES

215 EDUCATIONALINSTITUTIONS

TAN SRI SAW CHOO BOON Chairman

RITA SIM SAI HOON Independent Trustee

RENUKA INDRARAJAHTrustee

DATIN KATHLEEN CHEW WAI LIN Independent Trustee

FOUNDATIONMANAGEMENT

COMMITTEE


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W.A.T.E.R Project (Working Actively Through Education And Rehabilitation)Water is not just a key ingredient of our products, but more importantly it is the source of life. For this reason, we are committed to do our part in protecting our water resources. We are proud that W.A.T.E.R Project in collaboration with Global Environment Centre (GEC), government agencies and communities has continued to be an effective platform that empowers Malaysians to help care for our rivers. In FY16, we expanded our W.A.T.E.R Project outreach to new communities.

W.A.T.E.R PROJECT

2007

2009

2015to

2016

W.A.T.E.R Project Selangor launched in Sungei Way

Water Quality in Sungei Way improved from Class IV-V to

Class III

Extended W.A.T.E.R Project to Perak

Expanded W.A.T.E.R Project Selangor to Sungai Penchala, which is 20 times longer than

Sungei Way

2013



ANNUALREPORT

201656


River clean up initiated saw participation from more than 150 local communities

Engaged more than 300 participants for ‘Do Good Volunteer’ Sungai Kinta river clean-up programme in collaboration with The Star newspaper, Indah Water Konsortium (IWK), Department of Irrigation and Drainage Perak (DID) and Ipoh City Council


2,600 people


1,000 people

Engaged

40 local and

5 business communities

Engaged

14 local and

3 business communities

W.A.T.E.R PROJECT SELANGOR W.A.T.E.R PROJECT PERAK

Maintained our River Care Education Centre for communities

Organised 'Save our River' Ecological Thinking Programme with local government agencies for more than 250 youths

Organised more than 20 engagement programmes for local and business communities, government agencies and youth

Conducted four river walks for the public

Organised more than 25 engagement programmes for local and business communities, government agencies and youth

Capacity building for communities through three River Ranger training programmes


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English Enrichment Training Programme (EETP)Our programme is designed to enhance the standard and quality of teaching of the English language for primary school students. EETP training is a four-day intensive session which equip teachers with new, creative ideas to make learning English fun for their students. Teachers will then need to conduct 22 weeks supplementary English classes to apply what they have learned from our programme. Post-training support is provided by mentors to ensure the sustained impact the programme and continuous development and improvement of the teachers.

We are pleased to share that our beneficiaries under this programme have demonstrated improvement in the areas of teaching, writing, listening and speaking.


ENGLISH ENRICHMENT TRAINING PROGRAMME

Empowered over

400 teachers

Reached out to

230 schools

Across

7 states

IN JUST

5 years

We will continue to grow our surrounding communities, creating positive social impact and focus on capacity building to reach a wider audience.


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201658

Equipped for the New EraIn FY16, HEINEKEN Malaysia embarked on and completed several key IT projects which enabled the business to perform more efficiently. We are well equipped for the new era and our IT systems and solutions will be a key competitive edge for the Company. This period was also especially critical and required the IT team to align our Malaysian operations with HEINEKEN Global IT systems and processes, as part of our integration with the HEINEKEN Group.

Optimising IT Solutions for Better Business OperationsProject Breakout which commenced in FY15 was completed on time in FY16. Implemented in phases, Project Breakout has transformed HEINEKEN Malaysia's entire Route-to-Market processes, which enhanced operational and cost efficiencies as well as addressed operational gaps and enabled effective performance tracking along the entire process chain.

The project created efficiencies through four key areas:

Sales Force Automation (SFA)Empowering our sales force to better service trade customers with immediate data on retrieval. This supports them with quicker order execution, traceability of sales information, and tracking of stock visibility and freshness at outlets as they are on the road servicing trade customers.

Distributor Management System (DMS)Synergising our business with distributors through implementation of a comprehensive and new system, thereby enabling seamless tracking and enhanced clarity. The new system provides end-to-end coverage of distributors' operations, real-time reporting, with better visibility and tracking of stocks.

Outlet Contract Management (OCM)Enabling more efficient management and execution of contracts with outlets, by reducing manual work through automation, as well as accurate and timely reports with powerful business insights.

Trade Promotion Management (TPM)Creating a sharper competitive edge for HEINEKEN Malaysia in assessing, planning and enabling complex promotion combinations with different outlets, analysis for better budget tracking and performance of the promotional bundles.

The automation of business systems and processes will empower HEINEKEN Malaysia with data-driven decision making hence improving efficiencies and effectiveness when implementing business strategies.

H I G H L I G H T S

Major business transformation for Route-to-Market processes,

supported by data-driven decision making

Four Key Pillars

Sales Force Automation

Outlet Contract Management

Distributor Management

System

Trade Promotion Management

SFA Breakthrough:

28,000 outlets covered by sales force of 300

DMS:

70 distributor locations use DMS for their end-to-end business operations

OCM & TPM: capacity to process

high volume of contracts and promotions

ITHIGHLIGHTS


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IntegrationwithHEINEKENGroupUnlocksBenefitsWith the completion of Project Green, HEINEKEN Malaysia is now fully integrated and aligned with the HEINEKEN Group infrastructure. We are now equipped to work and leverage on benefits of HEINEKEN's global system and tools. The phased integration included email migration, better mobility using VPN connectivity and cloudbased storage, access to HEINEKEN Group's intranet portal and upgrades of IT software on both laptops and work-related mobile devices.

BetterEfficienciesandGovernanceIntegrationWe have streamlined other processes including our central procurement system with HEINEKEN Global Procurement. The Capability Roll Out (CRO) Procurement project will reinforce our capability in sourcing as well as managing supplier performance. We have also implemented Project SCOA (Single Chart of Accounts) for efficient financial data management and reporting.

We have also embarked on the first phase of Project Track & Trace, that will provide for better visibility and traceability over the movement of raw materials from shipment, to finished goods stage, and onto final delivery to trade customers.

Moving forward, IT will continue to play a key role in enabling the Company's business strategies, leveraging on the power of information and the HEINEKEN Group infrastructure, to enhance competitiveness and shape new breakthrough innovations in winning the game.

IT HIGHLIGHTS

H I G H L I G H T S

PROJECT GREEN HEINEKEN Malaysia Infrastructure Integration

CRO PROCUREMENT Working with HEINEKEN Global Procurement to implement a standard system for procurement processs

PROJECT SCOA Implemented SCOA for financial data management and reporting

green


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201660

Solid Growth Trend Despite a Challenging EnvironmentHEINEKEN Malaysia continued to deliver solid financial performance in FY16. We recorded consistent growth in revenue and profit before tax across all quarters over the cumulative 18-month period. Revenue increased 4.9% to RM2.8 billion, while double-digit growth in profit before tax registered at RM549 million.

We can attribute our strong brand portfolio, effective marketing strategy and sales execution, backed by improved production and cost efficiencies as key growth drivers responsible for the solid performance. In addition, HEINEKEN Malaysia’s focus on driving premium growth led by Heineken® and Guinness, and innovation were key strategies in supporting the Company to deliver our profit growth targets despite a challenging environment marked by currency volatility and soft consumer sentiment. The financial performance was also underpinned by shifting market trends and consumption habits for new variants and better value for money. This created opportunities for HEINEKEN Malaysia to leverage growth in the Off-Trade segment and expand our product portfolio with four new variants in FY16.

We kept our focus on managing and improving our cost efficiencies via strategic procurement initiatives. Notwithstanding excise hikes weighing us down in 2016, our raw material and packaging costs and distribution, sales and administrative costs as a percentage of revenue were lower than in the preceding year.

Currency fluctuations were volatile in FY16, with the Ringgit Malaysia (RM) weakening significantly. Whilst the majority of our revenue and costs are denominated in RM, the adverse currency fluctuations put pressure on our cost base, and we kept close oversight over our foreign currency exposure to ensure we were not significantly impacted. In this aspect, we employed hedging strategies when necessary taking into consideration our foreign currency collections and payments.

Our operating cash flow post capital expenditure (capex) has increased 2.6% from the comparative 18-month period mainly through working capital improvements in better credit and inventory management; offset partially by higher capex expenditure arising from investments made for Project Breakout.

We continuously reviewed our working capital requirements to ensure we achieved the optimal level of debt and equity required to effectively fund our operations whilst maximising shareholder value. In FY16, we fully repaid our Medium Term Notes issued through our Commercial Papers/Medium Term Note Programme, and instead leveraged on the global banking partners which provided us with increased flexibility and reduced borrowing costs from lower interest rates. During the year, RAM reaffirmed our AAA rating, which is testament to our strong credit standing in the market.

We remain committed in distributing dividends to shareholders from earnings in excess of our business requirements to optimise shareholders’ returns. For the 18-month period we were pleased to declare a total dividend of 145 sen per stock unit, representing an annualised dividend yield of 5.9%.

While 2017 is expected to remain challenging in view of the turbulent global and domestic economy, and keeping in view the ongoing battle against contraband products, we will continue to deliver on our key business strategies to stay ahead of the game.

REVENUE

+ 4.9%

PROFIT BEFORE TAX

+11.1%

+2.6% OPERATING CASH

(POST-CAPEX)

TOTAL DIVIDEND

145 sen

FINANCIALHIGHLIGHTS

FY16 18 -MONTHH I G H L I G H T S


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Delivering Value in the New Era: HEINEKEN IntegrationSince becoming a subsidiary of HEINEKEN on 7 October 2015, we have focused our efforts on integration activities to deliver value for shareholders. In Finance, we have concentrated our efforts on standardising processes to unlock efficiencies and to leverage on HEINEKEN know-how and technology where possible.

On 25 November 2015, we have changed our financial year to become 1 January to 31 December from 1 July to 30 June, to be in line with HEINEKEN’s financial year. The current financial reporting period is for an 18-month period from 1 July 2015 to 31 December 2016 in consideration of this transition.

We have also embarked on Project SCOA (Single Chart of Accounts) to align our financial reporting systems with HEINEKEN. This enables us to unlock gains in speed of reporting and analysis. We have also reviewed our accounting policies to affirm our adherence to accounting standards and HEINEKEN best practices and know-how.

As part of treasury integration into HEINEKEN Global Treasury network, we effected a change in cash management structure to leverage on HEINEKEN Global Treasury’s association and connection with the global banking partners. Moving forward, we will be looking towards a bank connectivity solution to align our systems with that of our partner bank’s platform to simplify processes and improve system efficiencies.

Our Process and Control Improvement (P&CI) Team collaborated with HEINEKEN to ensure our seamless adoption of best practices and policies relating to our risk management and internal control systems. This enabled us to cultivate further improvement in our already robust control environment in FY16. More details on these efforts can be found in our Statement on Risk Management and Internal Control (SORMIC).

Going forward, Finance will continue act as a key partner of the business in providing strategic insights and will continue the journey in capitalising on HEINEKEN’s expertise and knowledge to deliver sustained value.

FINANCIAL HIGHLIGHTS


ANNUALREPORT

201662

H I G H L I G H T SDeveloping and Modernising our Distribution NetworkIn FY16, we further optimised efficiencies across our entire value chain by streamlining our distribution network from 41 to 36 distributors and three key accounts nationwide.

Our distributors benefit from HEINEKEN’s win-win partnership approach. We developed a 5-point roadmap that helps them improve their commercial performance by modernising and notching up their business process management. The results will carry over into creating better excellence in customer service to the outlets. Five areas covered under this programme are Strategic Growth, Commercial Excellence, Supply Chain Excellence, Financial Health and Empowered Workforce.

Delivering Fresh, Cold and Perfect Serve Every TimeOur advantaged Supply Chain with improved efficiencies across the value chain in turn allows us to deliver on our commitment to Excellent Outlet Execution. We are now able to better monitor and control product freshness, ensuring our customers have the right stock weight forecasts, thereby ensuring our consumers get the freshest brews each and every time.

DrivingResultswithaDynamicandEffectiveSalesForceThrough Project Breakout, our sales force is now better equipped and empowered to deliver results more efficiently backed by real-time data. A backroom system for distributors that our sales force can access through their digital devices allows them to make data-driven business plans and reviews, on matters such as stock and order taking, coverage, call rates, outlet promotions, etc.

As part of the HEINEKEN world, Malaysia is proud to have exported many of our local talents in Commercial departments (Sales and Marketing). The demand for our commercial know-how is reflected by Short Term Assignments (STA) of our talent from Malaysia to the Asia Pacific region, contributing to HEINEKEN’s wider expansion and growth not only in Malaysia but in the region as well. In this regard, we strive to be a commercial center of excellence in Asia Pacific with an empowered and engaged team.

Embedding a Culture of SafetyIn HEINEKEN Malaysia, our sales force comprise the largest employee segment. In line with our promotion of a zero-accident workplace under the HEINEKEN Life Saving Rules umbrella, our sales force has been inducted in various safety programmes. As they spend a significant amount of time travelling on the road, we have rolled out Defensive Driving training for our sales staff in batches. We also enforced a strict ‘NO drinking and driving’ policy, and provide for alternative travel options including allowing employees to claim for taxis and ride-hailing services.

Moving forward, our Commercial team will continue to optimise efficiencies through our distributor network and drive effective sales and strategies, in supporting the organisation’s business growth targets and retaining HEINEKEN Malaysia’s lion share of the market.

OPTIMISED DISTRIBUTION NETWORK

Deliver fresh, cold and perfect serve each and every time

Excellent Outlet Execution

Real-time data-driven information

Empowered Sales force

Embedded SAFETY-FIRST culture for sales team

Streamlined network by

12% Developed 5-point roadmap Modernises distributors’ business competencies for better customer service to outlets

COMMERCIAL HIGHLIGHTS

G R O W I N G B R A N D S HEINEKENMALAYSIA

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GROWINGBRANDS

Staying true to our brand promise endears us to our consumers. They know the one thing that stays constant in a changing world is fantastic experiences, when they enjoy one of our brews.

Today, for consumers, experience trumps material possessions, and HEINEKEN Malaysia through our brand portfolio fulfills that desire. The power of our brands combined with innovation, creativity and empowerment, places consumers in the driver’s seat of creating, sharing and capturing their own meaningful memories to last a lifetime.

Throughout FY16, our brands continued to enrich life experiences through each of their campaigns, with the return of many highly-anticipated events. New showcases and innovative launches delivered an exciting year for consumers across the various brand portfolios.

Our power-packed trio – Heineken®, Guinness, and Tiger, continued to stand-out, creating conversations, and waves of social media posts, as they drummed out events driven by creativity and innovation across FY16.

G R O W I N G B R A N D SHEINEKENMALAYSIABERHAD

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WORLD'S

INTERNATIONAL PREMIUM BEER BRAND

NO.

192 COUNTRIES SINCE 1873

Heineken® is enjoyed in

RENOWNED FOR ITS PROGRESSIVE AND INNOVATIVE PERSONALITY

Built on core values of:

Limited Edition Heineken® bottles and cans Increased volume by 6.5%Reach of 2 million (2x vs target)

10,000 fans nationwide

Sold out shows in Penang, Johor and KL 24,000 bottles of Heineken enjoyed over 3 nights

1 Global beer partner 1st time sponsor Overtook competitor’s top-of-mind recall

SHAPE YOUR CITY

Open Mindedness Cosmopolitan Inventiveness Wittiness


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Catering to well-heeled and widely-travelled consumers, Heineken® always pushes the bar with their signature events.

This year, Heineken® took the grand stand at the iconic Formula 1®, with the 2016 Formula 1® Petronas Malaysia Grand Prix sponsorship. Fans and invited guests enjoyed the experience of the premier motorsport to the fullest from the comfort of Heineken’s Corporate Suite, with perfectly served Heineken Extra Cold. The Heineken Experience Team from Amsterdam, together with Malaysia’s own Heineken World’s Best Bartender 2016 showcased the brand's trademark hospitality, while pouring perfect pints of Heineken® throughout the weekend.

Continuing their Cities series, Heineken® expanded the theme in 2016 to Shape Your City. The intent of the global campaign was to inspire city dwellers to express their creativity and show how simple actions can transform their urban landscape to make it more exciting for everyone. Local design shapers were brought together from all over Malaysia to collaborate and create a space that is designed to disrupt our social habits. Using the idea of the bar as a central collective hub,

WORLD'S NO. 1 INTERNATIONAL PREMIUM BEER BRAND

HEINEKEN – PROGRESSIVE EXPERIENCES, SAME HIGH QUALITY SERVE THROUGH THE YEARS

their challenge was to create an environment that would inspire conversations and forge new connections amongst Heineken®

consumers. In Kuala Lumpur, consumers experienced a back alley converted into a bar at Plaza Batai whilst in Hin Bus Depot Art Centre Penang, a decommissioned barn structure and car park area was brought to life with bright and symphonic functional installations.

To accompany the Shape Your City campaign, Heineken® released a specially-designed, limited edition Cities series of Heineken® bottles and cans. Featuring the pulse of the city as the core of its design, each bottle represented one of six global cities - Amsterdam, Rio de Janeiro, Seoul, Madrid, Sydney and Kuala Lumpur - while the cans featured three global cities - Amsterdam, Rio de Janeiro and Kuala Lumpur.

Live Your Music Presents: The Takeover is designed to intensify and enrich the way our music fans experience and interact with music. It uses the collective passion for experiencing music as its foundation to craft shareable and memorable moments.

In December 2016, the Live Your Music Presents: The Takeover saw venues in Johor Bahru, Penang and KL undergo a radical transformation to deliver large scale, immersive, high-production music events to the fans; experiences which are unique to Heineken®. The events featured groundbreaking artists who also shared insights into their passion through a series of vlog. An accompanying contest will also be sending two Heineken® fans and their partners on a music journey all the way to the USA in 2017.

Heineken® fans can continue to look forward to more exciting and progressive experiences in 2017.


ANNUALREPORT

201666

MALAYSIA’S LEADING BEER BRAND

ASIAN LAGER

With Its Refreshing and Full-Bodied Flavour Across More Than 70 Countries

RM4 million PR value

30 million impressions online

+5% Claimed Consumption

+4% Brand Awareness

+3% Brand Affinity

RM1.2 million PR value

12 million impressions online

770,000 reactions on social media

DELIGHTING FANS

Multiple Award-Winning Asian Lager with over 50 International Awards and Accolades to-date

NEW VARIANTLaunch of Tiger White

WORLDACCLAIMED

1932


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They each served a contrasting menu reflective of their respective craft, to more than 700 food lovers sharing ice-cold Tiger brews. Guests were treated to twists on local favourites such as nasi lemak and roti banjir (Chef Ramsey) and the signature Chicken Rice dish (Hawker Chan). The masterpiece of the evening was the dessert ‘Two Makes a Blossom’, a collaboration by the two culinary masters to create an aromatic combination of Asian pears with rosewater honey mousse.

The food galore also served Tiger STREATS inspired Yee Sang, and many other contemporary interpretations of local street food from renowned food eateries in Malaysia. The global event ran in Sydney, Auckland, New York and Kuala Lumpur. Testifying to its strong pull, the campaign garnered some RM1.2 million in PR value, 12 million impressions online and 770,000 social media interactions.

A true Asian beer at heart, Tiger continues to show the world what Asia has to offer. Since its first award in 1939, it grows from strength to strength, powering its way into the global arena as a symbol of contemporary Asia, rooted in tradition but inspired by innovation, courage and creativity. Enjoyed in more than 70 countries, winning us friends and awards the world over spanning across Asia with growing popularity in Europe, USA and Australasia.

Roaring since 1932, Tiger is a champion of diversity, pride and courage of Asia today. Brewed in the heart of Asia and raised on the streets, it continues to bring together and connect diverse people, palettes and passion in food, music and creative culture. FY16 was no different with a host of cutting-edge campaigns to uncage the Tiger within.

Tiger JamsLaunched in 2016, this epic jam session brought emerging artists together in a mega celebration of music and arts. Through Tiger Jams, one budding Malaysian artist has been propelled to collaborate with well-known international artist Chvrches, at the end of the four-month long campaign. Tiger Jams Centrestage, an audio visual adventure, hosted during the campaign provided the perfect platform for upcoming talents in the region to channel the energy and dynamism

of Asia’s streets onto stage. The campaign was a success, attracting 4,000 attendees, while clocking in RM4 million in PR value, 30 million impressions online. Claimed consumption jumped 5%, while brand awareness rose 4% with 3% brand affinity increase coming out from Tiger Jams.

Tiger STREATSThe world’s first ‘street food meets fine dining’ culinary collaboration, Tiger STREATS was the perfect showcase of Tiger Beer’s power to connect people from different walks of life to share a meal over a street food table. The unique culinary mash-up featured chef Hawker Chan, owner of the world’s first Michelin-starred chicken rice hawker stall, and Jeff Ramsey, former Executive Chef at the Michelin-starred Mandarin Oriental Tokyo hotel, and current owner and chef of progressive modernist restaurant Babe KL.

UNCAGING THEASIAN TIGER


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An Unrivalled Black Liquid and Winner of

MULTIPLE QUALITY AWARDS IN MALAYSIA

Founded by

ARTHUR GUINNESS IN 1759

No. 1STOUT

IN MALAYSIAAND THE WORLD OVER

Sells More Than

PINTS DAILY WORLDWIDE10 MILLION

THE WORLD’S MOST DISTINCTIVE BEER Born Out of Determination, Courage, Ingenuity and Passion

2nd year running, with incremental growth

Over RM2 million PR value

+5% Unaided Brand Awareness

5.6 million Reach - 5x incremental

292,210 Engagement- 4x incremental

Over 2.5 million Reach - 2x incremental

Over 696,000 Engagement - 6x incremental

The First Guinness in Malaysia was produced at Sungei Way Brewery

MORE THAN 50 YEARS AGO


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The distinctive stout brew has stood the test of time for close to 260 years. Guinness continues to signify courage, stability, strength and determination, the very same values that has seen Malaysia’s favourite black brew grow unrivalled for 50 years, one of the longest track records for any brew in the country. With Guinness, the events always deliver ‘bigger than life’ experiences.

GUINNESS AMPLIFYTaking a cue from the FY15 debut campaign that was well-received, the brand returned with its FY16 GUINNESS AMPLIFY series as part of ongoing efforts to help promote local musicians and provide them with a platform to live out their dreams on center stage. The series began with AMPLIFY FM, where a collaboration with Guinness saw the birth of Malaysia’s first online radio station dedicated exclusively to a playlist of Malaysian artists, streamed via www.amplify.com.my. The campaign carried over into four consecutive weeks of live gigs in Johor, Penang, Ipoh and Kuala Lumpur (KL), bringing together some 400 music and Guinness fans for incredible jam sessions with talented, dedicated and passionate local

BE BOLD WITH GUINNESS

artists. The KL programme also hosted a full day celebratory line-up of workshops, talks, master classes from some of Malaysia’s best bands, international music producers and singers, as part of Guinness efforts to help aspiring musicians hone their craft and take it to the next level.

Guinness also offered 12 up-and-coming Malaysian musicians a priceless opportunity to record their very first single, professionally mixed and produced in the AMPLIFY Recording Studio. One of these artists went on to record a full, three to five track extended playlist, courtesy of GUINNESS AMPLIFY.

St. Patrick's DayThe brew celebrated its Irish birthplace on St. Patrick's Day, with the ‘Friendliest Fridge’, a fun way to make new friends by gifting them with a Guinness. Appearing at different locations in the Klang Valley every weekend in March 2016, punters had a chance to share their love for the black brew by extending a complimentary bottle to a stranger to celebrate the occasion, with every purchase of five bottles.

Come 2017, fans of Guinness can look forward to new innovations and more creative events that will further strengthen the appeal of the bold brand.

The passion of

LOCAL CRAFTSMANSHIP

A popular brew with a

SMOOTH, REFRESHING TASTE

BRAND WITH

STRONG HERITAGE

Anchor Smooth was

AWARDED GOLD at the Monde Selection for

from 2010 – 20123 CONSECUTIVE

YEARS

ANCHOR STRONG is the bolder variant of the Anchor brand, brewed using a cold filtration process resulting in a brew that is strong yet refreshing

BREWED LOCALLY

FIRST LAGER brewed in Malaya dated back to

1933

WORLD’S NO.1 Bestselling Cider Brand Globally

Available in

in pint bottle and classic cider flavour in draught

4MODERNFLAVOURS,

Perfecting over

125 years of cider-making Heritage

BEST ENJOYED OVER ICE A refreshing first drink of the evening

7years of

CONSISTENT GROWTH

Achieved

introduced in Malaysia in 2009

FIRST CIDER

4 MEDALSat the InternationalCider Award 2015 with

MOST AWARDED BRAND


ANNUALREPORT

201672

PORTFOLIOBRANDS

THE REAL SHANDY AN ALL-TIME CHINESE NEW YEAR FAVOURITE

APPEALS TO DRINKERS PREFERRING A LIGHTER OPTION

with its refreshing buzz and unique blend of beer mixed with fizzy lemonade at <0.5% alcohol

THE CREAM OF IRISH ALES

THE NO.1 SELLING ALE IN MALAYSIA

ALE

THE RED VELVETY ALE THAT IS SAVOURED THE WORLD OVER

THE SILKY SMOOTHALTERNATIVE TO

LAGERS AND STOUTS

The perfectly crafted pint with Irish origins dating back to 1710; a journey that is worth it

Contains all the goodness of malt, including a high concentration of

B Vitamins (B1, B3 and B6)

THE PREFERRED NON-ALCOHOLIC

BEVERAGE

A NUTRITIOUS

MALT DRINK

THE NO. 1German Wheat Beer

Brewed according to the strictest and oldest regulations of brewing set out

in 'The German Purity Law' – only the purest water, malted wheat and

barley, hops and yeast can be used in the brewing process

ONE OF THE OFFICIAL BEERS AT THE WORLD-

FAMOUS OKTOBERFEST, HELD IN MUNICH

EVERY YEAR

DOUBLEREFRESHMENT

COMBINES THE CRISP AND EASY-DRINKING TASTE OF TIGER BEER WITH THE ZESTY FLAVOUR OF NATURAL LEMON JUICE


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INNOVATION

Everyone loves to try something new from brands they have a strong affinity with. Our line-up of innovative products grew in FY16 with four new line extensions, showcasing our flair with innovation and creativity that keeps close to our consumers’ feedback.

Creating New ExperiencesIn tune with its brand character that constantly pushes boundaries of innovation, Tiger debuted a new variant, Tiger White, just two years after the launch of the European-styled Tiger Radler. A new breed of beer, the introduction of the wheat beer variant proves once again that Tiger does not rest on its laurels and constantly pushes the boundaries of innovation, to create fresh accessible and exciting brews for its consumers.

The new variant was introduced first in Malaysia, ahead of the global roll-out in FY16, underscoring Tiger’s market leadership in the country. Brewed locally, the all-new cloudy variant with an Alcohol by Volume of 5% and its subtle spicy hints of clove, coriander and orange peel, resonates with the market trend for wheat beer.

To prove the newly launched wheat beer’s philosophy – ‘It all starts with white’, hundreds of consumers were presented with a screening of ‘Coaster’, the world’s first short film made from beer coasters. The project screened on 19 December 2015 was led by local talents, director, Cho We Jun and screenwriter, Lim Benji who were also mentored by ‘Everest’ director, Baltasar Kormákur. Prior to the screening, up to 5,000 plain white coasters were distributed across the nation between October to November 2015, serving as a blank canvas for creative minds to contribute their ideas, illustrations and storyboard for the film.

In April 2016, Tiger White returned with a twist featuring an online contest which surprised consumers with an unexpected experience with prizes ranging from an all-you-can-eat fiesta prepared by your very own private chef to a dining in the dark session, a sensational movie night and even a luxurious overnight jungle retreat for the winner and a friend.

TIGER WHITEUNCAGE THE FLAVOURS OF

THE ASIAN WHEAT BEER


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Refreshing apple cider, SWEETNESS from the apples combined with

REFRESHING bite of dark fruit, with subtle blackcurrant notes

MALAYSIA, THE FIRST COUNTRY in Asia to introduce this variant

Introduced a digital film with

500,000 VIEWS to date

The New Strongbow Apple Ciders Dark FruitStrongbow Dark Fruit is a bright new addition to the Strongbow Apple Ciders range which comprises of Gold Apple, Elderflower and Honey variants. They were launched in FY15 to provide Strongbow fans with more choices to cater to their different taste palettes. As a treat to our loyal Malaysian cider fans, they were the first in Asia to savour the new refreshing variant in FY16. Strongbow Dark Fruit is a refreshing apple cider, with a wonderful transparent burgundy colour, combined with the sweetness of apples, a refreshing bite of dark fruit and subtle blackcurrant notes at 4.5% alcohol content. Launched as part of a global campaign, Nature Remix, saw Malaysian city dwellers reconnecting with nature in urban spaces redefined with a refreshing twist. A one-minute film ‘Strongbow Nature Remix Lab presents: Dark Fruit Lights The Night’ set in Kuala Lumpur illustrates how every sip of the brew enables Malaysians to enjoy the sunset, day or night.

A refreshing lager with a smooth blend of aromatic hops, brewed perfectly into each bottle of Anchor Smooth Draught

NOW FRESH IN A BOTTLE

The smooth taste of DRAUGHT BEER

THE FIRST DRAUGHT BEER

from Anchor in the world

REFRESHING LAGER with a smooth blend of aromatic hops

Anchor Smooth Draught is a new Anchor variant introduced in FY16 that carries the characteristics of a draught beer. This new variant will compliment Anchor Smooth, the fastest growing brand within HEINEKEN Malaysia's portfolio of brands, last year boasting strong double digit growth.

INNOVATION


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Created the PRE-MIX REVOLUTION

in 1999 through its

SMIRNOFF ICE SERIES

INCLUSIVE & EXCLUSIVE A DRINK FOR EVERYONE, WITH EXCLUSIVE REFRESHING FLAVOURS THAT PACK A PUNCH

Caters to the edgy, adventurous & curious, who want to ‘level up’

THEIR EXPERIENCES

pre-mixed alcoholic beverage

NO. 1WORLD'S

OPEN up to the New Smirnoff Ice BlackTaking its pre-mixed line a notch higher, Smirnoff Ice recently added Smirnoff Ice Black to join Smirnoff Ice Red in Malaysia. The new variant offers a crisp lime bite with a 7% alcohol level, an alternative option to Smirnoff Ice Red which has a refreshing lemon taste with a 5% alcohol level.

Smirnoff Ice Black offers the sophisticated, enigmatic fan, and some 5 million non-beer consumers, a perfect accompaniment as they heighten their night out with edgy, adventurous and outlandish experiences. Together, Smirnoff Ice is in Malaysia to move everyone to be open and more inclusive. Being open to new people, new places, new ideas and new drinks make good times better for everyone.

Sells over

69.6BILLION bottles globally

JAPAN’S NO. 1100% MALT, FIRST PRESS BEER

ICHIBAN 'FIRST PRESS' METHOD WITH NO BITTER AFTERTASTE

CRISP START FOLLOWED BY RICH FLAVOURS

COMPLEMENTS JAPANESE AND ORIENTAL CUISINES

Made from 100% malt, the brand was first introduced into HEINEKEN Malaysia’s portfolio in FY14. Kirin Ichiban uses the First Press brewing method, extracting the purest malt liquid. That is why it is called ‘Ichiban’, meaning ‘first’ and ‘best’ in Japanese.

Kirin Ichiban collaborated with Ginza Tenkuni, Malaysia’s first Tempura specialist to create a Kirin Ichiban-inspired Tempura omakase menu, as part of the brand promise to bring the best of Japan’s experiences to consumers. Ingredients like abalone, sashimi (pufferfish, tuna, kingfish, beef and tempura) were infused with Kirin Ichiban, creating an exciting and authentic Japanese dining experience.

INNOVATION


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TRADE MARKETINGHIGHLIGHTS

Continuing the tradition, HEINEKEN Malaysia showcased a line-up of exciting events in conjunction with key celebratory annual festivals like Chinese New Year, the highly-anticipated bartending competition through its Star Academy, and debuted a brand new initiative, the Passport International Beerfest event.

To usher in the Year of the Monkey, Tiger Beer’s ‘Roar into the New Year’ campaign gave away more than RM1 million in cash and prizes to reward loyal consumers. One fan won the grand prize of RM888,888, while 11 fans won big with RM8,888 each. The campaign which ran from 8 January to 8 February 2016 rewarded many more fans of Heineken®, Tiger, Guinness, and Anchor, with lucrative cash prizes and exciting on-ground activities across Ipoh, Penang, Johor and Kuala Lumpur during the festivities.

For the first time, Malaysia won first place out of 15 countries to earn the title ‘Heineken World’s Best Bartender’ in 2016. This crowns Malaysia with the top winning place in 2016, after receiving No.2 placement in 2013, when the global Heineken® event first commenced.

Returning under the umbrella Star Academy, the competition was won by a 27-year old Sabahan talent, Eddy Jay Jaimin from Beer Factory. Anchored on the global Heineken Star Serve platform, this is a highly-anticipated event among the Malaysian and international bartending community for the strength of the programme which provides intensive training on product and service quality. Based on the 5-step Heineken Pouring Ritual, they hone their skills to ensure consumers experience the same high quality serve each and every time. In 2016, this competition drew over 2,100 participants from more than 490 outlets across Malaysia.

Taking edgy experiences to new heights, HEINEKEN Malaysia brought the world to Malaysian fans and consumers through

the newly launched ‘Passport International Beerfest’. Through a virtual reality global simulator, fans enjoyed exploring other countries and cultures while enjoying the full range of beers and ciders from the Netherlands, England, Germany, Ireland, and Asia. Throughout the campaign, fans could collect a series of six limited edition collectible mugs as memorabilia. The extravaganza campaign kick-off was filled with exciting activities such as a percussionist band, dance performances, stilt walkers, jugglers, magicians and Irish models, with brand ambassadors dressed up in Japanese and German costumes.

To promote responsible drinking, HEINEKEN Malaysia collaborated with GRAB, which was the official transport partner for the event.

H O W W E A R E G O V E R N E D HEINEKENMALAYSIA

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STATEMENT ONCORPORATE GOVERNANCE

The Board of Directors ("the Board") of Heineken Malaysia Berhad (formerly known as Guinness Anchor Berhad) ("HEINEKEN Malaysia" or "the Company") firmly believes that commitment to good business ethics and corporate governance is essential to the sustainability of the Group’s business and performance. The Board is pleased to confirm that the Company has adopted the relevant principles and recommendations stipulated in the Malaysian Code on Corporate Governance 2012 ("CG Code 2012").

This Corporate Governance Statement outlines the manner and extent to which the principles and recommendations of the CG Code 2012 have been adopted and applied within the Group in respect of the 18 months financial period ended 31 December 2016.

PRINCIPLE 1ESTABLISH CLEAR ROLES AND RESPONSIBILITIES FOR THE BOARD AND MANAGEMENT

Clear Functions of the Board and Management

The Board has the overall responsibility in leading and determining the Group's strategic direction. It provides an effective oversight of the conduct of the Group’s businesses, ensuring an appropriate risk management and internal control system is in place as well as regularly reviewing such system to ensure its adequacy and integrity. The Board takes into consideration the interests of all stakeholders in their decision making so as to ensure the Group’s objectives of creating long term shareholder value are met.

The Board is guided by its terms of reference which sets out the Board’s objectives, principal responsibilities, rights, roles of the Chairman and its meeting requirements. The terms of reference was adopted by the Board in 2006 and it is subject to review as and when required. It is available online at the Company’s website: www.heinekenmalaysia.com.

In discharging the key fiduciary duties and leadership functions, the Board assumes the following principal responsibilities:

• Review and approve the strategy and annual operational plan for the Company. The Company has in place an annual planning process whereby Management presents to the Board its recommended strategy and proposed operational plan, which includes the annual financial objectives and budget before the commencement of a new financial year.

• Oversee the conduct of the Company’s business to evaluate whether the business is being properly managed. At the quarterly Board Meeting, the Board reviews the progress of the implementation of the annual operational plan, business performance of the Group, key developments and challenges encountered by the Group.

• Identifying principal risks and ensuring the implementation of appropriate internal controls and mitigation measures. On a quarterly basis, the Board, via the Audit Committee, reviews the major risks that the Group faces and control measures and systems put in place to manage those risks.

• Succession planning, including appointing, training, fixing of compensation and where appropriate, replacing senior management. The people agenda is one of the key items in the Board Meeting agenda. The Board is regularly updated on the Company’s talent management programme and the succession plan for key management positions.

• Oversee the development and implementation of an investor relations programme and shareholder communications policy for the Company. The Company is guided by the HEINEKEN Communication Rules and the Financial Disclosure Guidelines which provide specific guidance on communications of information to relevant stakeholders. For managing investor relations, the Company has an investor relations function which reports directly to the Finance Director. The Board receives monthly reports on investor relations matters which include analysts’ recommendations, Company’s share price movement and changes to the interests of substantial shareholders of the Company.

• Review the adequacy and the integrity of the Company’s internal control systems and management information systems, including systems for compliance with applicable laws, regulations, rules, directives and guidelines. The Board is regularly updated on the state of regulatory compliance and internal controls as well as the effectiveness of the control systems.

To assist the Board in the discharge of its oversight function, the Board has delegated specific responsibilities to the following Board Committees:

• Nomination and Remuneration Committee • Audit Committee

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STATEMENT ON CORPORATE GOVERNANCE

Ethical Standards and Code of Conduct

As part of the HEINEKEN Group, the Group has adopted the HEINEKEN Code of Business Conduct (“HeiCode”) which governs the standards of ethics and responsible business conduct expected from all the employees, individually and as a team at every level, when acting for and on behalf of the Company. It empowers and gives guidance to all employees in dealing confidently with their day-to-day challenges. The HeiCode has embedded 15 policies which are grouped into three broad areas, namely:

Personal integrity • Responsible consumption and communication • Standards on employees’ and human rights, harassment and

discrimination • Commitment to health, safety and environment • Avoidance and disclosure of conflicts of interest

Commercial integrity • Fair competition • Avoidance of bribery and improper advantages • Offering and acceptance of gifts • Provision and acceptance of entertainment and hospitality • Political contributions and charitable donations • Dealing with business partners

Company integrity • Use of company resources • Management of confidential information • Avoidance of insider trading • Maintenance of financial and non-financial records• Fraud prevention and reporting The Group has also adopted the HEINEKEN Speak Up Policy that provides employees with a uniform process to raise concerns about suspected misconduct within the Group in a confidential manner, and encourages a healthy Speak Up culture without fear or favour. Pursuant to the Speak Up Policy, concerns of suspected misconducts can be conveyed through the following channels:

• Contact line manager / HR representative / internal auditor / legal counsel within the organization

• Contact the trusted representatives appointed by the Company, whose role is to listen, provide guidance and assistance to the reporter on how to proceed

• Email to [email protected] • Call the integrity line at 1-800-80-8641 managed by an

independent external party• Access http://CALL.HEIWAY.com to file a report or to obtain

more information

All Speak Up reports will be reviewed by a Review Team which comprises representatives from the HEINEKEN Global Business Conduct Office, Global Audit and Global Human Resources.

Each committee operates its functions within their terms of reference approved by the Board. The Chairman of the respective Board Committees reports on matters deliberated and recommendations by the Board Committees.

For the day-to-day operations, the Board has delegated its authorities and responsibilities to the Management Team led by the Managing Director. The Management Team is responsible for the implementation of business plans and strategies, policies and decisions approved by the Board, managing the daily conduct of the business and affairs; and communicating matters to the Board. The responsibilities and authorities of the Management Team are defined in the Statement of Authority approved by the Board.

There is however a schedule of key matters reserved specifically for the Board deliberation and decision to ensure the direction and control of the Group are in its hands. They include, amongst others:

Conduct of the Board• Appointment of Directors and Chairman • Establishment of Board Committees, their membership and

delegated authorities • Appointment of key management positions including

Managing Director and Finance Director• Appointment and removal of Company Secretary

Operational• Business strategy and operational plan and annual budget• Decisions on emerging business issues• Challenges arising from regulatory changes and changes in

business environment• Decision on material transactions / major investments and

matters that have significant impact to the Group• Major capital expenditure, acquisitions or disposal of a business

or assets in excess of authority limits delegated to Management• Changes to management and control structure of the Group,

including key policies and authority limits

Remuneration• Recommendation of the remuneration package and policy for

Non-Executive Directors• Approval of the remuneration structure and policy for the

Managing Director and where appropriate, senior management based upon recommendations of the relevant Board Committee

• Succession planning for Managing Director and Management Team

Financial• Payment of dividends• Release of financial announcements• Approval of audited financial statements• Approval of financing facilities and banking arrangements


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In addition to the HeiCode, the Company has also adopted the HEINEKEN Supplier Code which outlines clear standard of responsibility for the Group’s suppliers in the areas of integrity and business conduct, human rights, and the environment. The Group engages suppliers to raise their awareness on the Group’s expectations on the standards of business ethics and to review their performance based on the obligations committed to the Group.

The Company has also adopted the Malaysian International Chamber of Commerce and Industry’s Ethics Charter since 2006. The Company strives to abide by the guide when conducting business while pursuing its corporate and business interests with VIGOUR, which represents the business values of Value Creation, Integrity, Governance, Obligation, Understanding and Responsibility.

The Directors of the Company continue to adhere to the Company Directors' Code of Ethics entablished by Companies Commission of Malaysia.

The Company has a Process & Controls Improvement Team (previously known as Controls, Compliance & Ethics Team) which is tasked to oversee compliance with the Group’s processes and ethics in its day-to-day operations and to implement relevant programmes. The team is administered under the Finance Department and it reports directly to the Finance Director of the Company.

The HeiCode, Speak Up Policy and the Supplier Code are available online at the Company’s website: www.heinekenmalaysia.com.

Strategies Promoting Sustainability

The Board is committed to implementing responsible and sustainable corporate practices that maintain the equilibrium between the Company’s bottom line performance and environmental and social performance. As part of the HEINEKEN Group, the Company has, in April 2016, adopted the HEINEKEN “Brewing a Better World” Strategy that focuses on the following areas:

• Protecting water resources• Reducing CO2 emissions• Sourcing sustainably• Promoting health and safety• Advocating responsible consumption• Growing with communities

Every business decision that the Group makes pertaining to growth and profitability takes into consideration the economic, environmental and social needs. The sustainability initiatives undertaken by the Company are reported on pages 30 to 44 of this Annual Report.

Access to Information

The Board recognises the importance of providing timely, relevant and up-to-date information in ensuring an effective decision making process by the Board. In this regard, the Board is provided with not only quantitative information but also those of a qualitative nature which is pertinent to enable the Board to discharge its duties effectively.

Prior to the scheduled Board / Board Committee Meeting, the Directors will be provided a structured agenda together with management reports and proposal papers at least 5 days prior to the meeting. In order for meetings to be more effective, the meeting agendas are organised taking into consideration the complexity of the proposals / matters to be deliberated. An indication will also be provided to guide the Board / Board Committees as to whether the matters are for approval, discussion or for notation purpose with time allocation determined for each agenda item in order for the meetings to be conducted efficiently. Management reports presented to the Board include the following information:

• Business and financial performance of the Group• Key projects / initiatives undertaken by the Group• Sales and brand activities• Market developments and consumer trends• Progress of implementation of strategic priorities • Developments on human resources• Environmental and industry issues• Legal and regulatory matters

Where necessary, members of the Management Team will be invited to attend Board / Board Committee Meetings to report and update on areas of business within their responsibility to provide Board members insights into the business, and clarify any issues raised by the Directors in relation to the Group operations. Directors are encouraged to share their views and insight in the course of deliberation and participate in discussions.

All issues discussed, decisions and conclusions including dissenting views made at the Board / Board Committee Meeting with required actions to be taken by responsible parties are recorded in the minutes by the Company Secretary. Minutes of meetings are circulated to all Directors for their perusal prior to it being tabled for confirmation at the next meeting. Upon receiving confirmation from all the Board/ Board Committee members, the minutes will be signed by the Chairman of the Board members / Board Committees as a correct record of the proceedings of the meeting. Decisions made and policies approved by the Board will be communicated to relevant Management Team members for action after the meeting.

The Board is also regularly updated and kept informed of the latest developments in the legislation and regulatory framework affecting the Group.


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Access to Management, Company Secretary and Independent Advisers

All Directors have unrestricted and constant access to and interaction with the Management Team in that they may have informal meetings with the Management Team members to brief them on matters or major developments concerning the Group operations.

The Directors also have unrestricted access to the advice and services of the Company Secretary. Directors may interact directly with, or request further explanation, information or update on any aspects of the Company’s operations from the Company Secretary. The Company Secretary advises the Board on any new statutory and regulatory requirements relating to corporate governance.

The Company Secretary, who is qualified, experienced and competent, organises and attends all Board and Board Committees meetings and ensures meetings are properly convened; accurate and proper records of the proceedings and resolutions passed are maintained accordingly.

Subject to the approval of the Board, the Directors, whether as a full Board or Board Committees or in their individual capacity, may seek and obtain independent professional advice at the Company's expense on specific issues to assist them in discharging their duties. Appropriate procedures are in place to facilitate the Directors’ access to such advice.

PRINCIPLE 2STRENGTHEN COMPOSIITION OF THE BOARD

The Board is assisted by two Board Committees, namely the Nomination and Remuneration Committee (“NRC”) and the Audit Committee (“AC”) which are entrusted with specific responsibilities with authority to act on behalf of the Board in accordance with their respective Terms of Reference.

The composition of the Board Committees are as follows:

Nomination and Remuneration Committee • Dato’ Sri Idris Jala - Chairman, Independent Director Appointed on 1 January 2017• Datin Ngiam Pick Ngoh, Linda - Member, Independent Director• Choo Tay Sian, Kenneth - Member, Non-Independent

Non-Executive Director• Martin Giles Manen - Member, Senior Independent Director

Audit Committee• Martin Giles Manen - Chairman, Senior Independent Director• Datin Ngiam Pick Ngoh, Linda - Member, Independent Director• Choo Tay Sian, Kenneth - Member, Non-Independent

Non-Executive Director• Yong Weng Hong - Member, Non-Independent

Non-Executive Director• Dato’ Sri Idris Jala - Member, Independent Director Appointed on 1 January 2017

Note: Tan Sri Saw Choo Boon ceased to be the Chairman of the NRC and a member of the AC following his retirement from the Board on 31 December 2016.

Both Board Committees consist of members who are Non-Executive Directors, a majority of whom are independent.

The Board takes note of the recommendation of the CG Code 2012 that suggests for the Nominating Committee to be chaired by a Senior Independent Director identified by the Board. The Board is of the view that it is not necessary for the Company to appoint the Senior Independent Director to chair the NRC as all the independent Directors are well qualified and experienced and there is no combination or overlapping of roles between the Chairman and the Managing Director of the Company as these 2 positions are held by separate individuals.

The Board will from time to time, review the recommendation and make the necessary appointment as and when it deems fit.

The roles and responsibilities of the NRC include the following:

Concerning Board and Board Committee’s Appointment and Evaluation

• To recommend to the Board, candidates for all directorships of the Company and its subsidiaries to be filled by the nominees of the major shareholders or the Board of the Company for any vacancies on the Boards of the Company and its subsidiaries;

• To consider, in making its recommendations, candidates for directorships proposed by the Managing Director and within the bounds of practicability, by any other senior executive or any director or shareholder;

• To recommend to the Board on the establishment of new committees or the dissolution of any existing committees of the Board which no longer serves its purpose;

• To recommend to the Board to fill the seats on any Board Committees;

• To evaluate the performance and effectiveness of the Board and the Board Committees of the Company annually;

• To assess the independence of Independent Directors of the Company annually;


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• To identify training requirements for the Directors to ensure they receive appropriate continuous training programmes to keep abreast with the developments in the industry and with changes in the regulatory requirements; and

• To ensure succession plans and policies are formulated for the Group.

Concerning remuneration

• To recommend to the Board a competitive compensation and remuneration package for Managing Director / Executive Directors and Senior Management employees in order to attract and retain outstanding individuals with the skills and experience needed to manage the Group’s business successfully;

• To recommend to the Board a competitive remuneration package for Non-Executive Directors in order to attract and retain outstanding individuals of integrity, calibre, credibility and who have the necessary skills and experience to bring an independent judgement to bear on the issues of strategy, performance and resources for the success of the Group; and

• To review and recommend the annual compensation and rewards for all individual Directors and Senior Management employees based on their KPIs achievements.

During the 18 months financial period ended 31 December 2016, the NCR met 3 times and reviewed the following matters:

• The effectiveness of the size, mix and the composition of the Board and the Board Committees

• The contribution of individual Directors in relation to the effective decision making of the Board

• The independence of Independent Directors• The re-nomination of Directors who were due for retirement at

the Company’s Annual General Meeting (AGM)• Training requirements for Board members• Adjustment to the Remuneration Package for Non-Executive

Directors• Payment of performance bonus to the Group employees• Salary increment, performance bonus KPIs and structure• Succession planning for key Management Team members• Performance management framework and job grade structure

of the Group

The roles and responsibilities and the activities of the AC are set out separately in the Audit Committee Report on pages 93 to 95 of this Annual Report.

Board Committee Meetings are normally held before or in conjunction with the Board Meetings. When necessary and decisions on recommendations can also be made via circular resolutions. At each Board Meeting, the Chairman of the respective Board Committees reports to the Board on matters deliberated at the respective Board Committee Meeting.

Appointments to the Board

There is a process for selection, nomination and appointment of suitable candidates to the Board of HEINEKEN Malaysia. Potential candidates can be identified by the NRC, existing Directors, Managing Director or any shareholder or other senior executive within the Company, through internal or external sources. The potential candidates can be professionals residing in Malaysia including expatriates.

The NRC reviews the suitability of candidate identified and recommends to the Board, for appointment to the Board and it is responsible to ensure that appointments are made on merit. There are specific criteria for assessing candidature for directorship. The suitability of a candidate will be assessed by taking into consideration the following aspects:

• Core competencies that meet the needs of the Company• Personal qualities in terms of leadership skills, ability to provide

strategic insight and direction, work ethics and professionalism • Industry knowledge, business judgement, expertise and special

skills • Understanding of local economic and operating environment• Ability to commit time and effort to carry out duties and

responsibilities effectively • Ability to represent the Company at any occasion that involves

the Company• Educational qualification• Factors that promote boardroom diversity, including gender

diversity

For appointment of Independent Directors, considerations will also be given on whether the candidate meets the requirements for independence as defined in the Bursa Securities Main Market Listing Requirements (MMLR).

The recent appointment of Dato’ Sri Idris Jala to the Board on 1 January 2017 was made based on the above process.

Gender diversity policy

The Board recognises the merits of gender diversity in strengthening the performance of the Board and/or Board Committees and has placed gender diversity as one of the considerations for nomination of new appointment to the Board. Notwithstanding this, the Board is of the view that while it is important to promote gender diversity, ensuring an effective blend of competencies, skills, extensive experience and knowledge remain a priority in the selection of a candidate.


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Re-election to the Board

The Company’s Constitution provides that the total number of Directors shall not be less than 2 nor more than 12. The Board may appoint any person to be a Director, either to fill a casual vacancy or as an addition to the existing Directors, but the total number of Directors shall not exceed the said limit. Any new Director appointed by the Board during the year shall hold office only until the next AGM of the Company and shall be eligible for re-election.

The Company’s Constitution further provides that one-third of the Directors shall retire from office by rotation at each AGM and all Directors, including the Managing Director, shall retire from office at least once every three years but shall be eligible for re-election. A Director seeking re-election or re-appointment shall abstain from all deliberations regarding his/her re-election or re-appointment to the Board.

The NRC reviews and assesses the re-election / re-appointment of retiring Directors who seek re-election / re-appointment at the Company's AGM. In determining whether to recommend a Director for re-election or re-appointment, the Director’s effectiveness and contribution to the activities of the Board are duly considered by the NRC. The NRC submits its recommendation on the proposed re-election / re-appointment of Directors to the Board for consideration before tabling the same for shareholders' approval.

The following Directors are due to retire at the coming AGMs. They have offered themselves for re-election / re-appointment:

52nd AGMRetiring pursuant to Article 89 of the Company’s Constitution • Martin Giles Manen• Choo Tay Sian, Kenneth

53rd AGMRetiring pursuant to Article 96 of the Company’s Constitution • Dato’ Sri Idris Jala

Retiring pursuant to Article 89 of the Company’s Constitution • Yong Weng Hong • Frans Erik Eusman

Based on the recommendation of the NRC, the Board recommended the re-election / re-appointment of the above Directors for shareholders’ approval at the respective AGM scheduled for 13 April 2017.

Annual Assessment

The NRC conducts the Board Effectiveness Evaluation via questionnaires, which comprises Board and Board Committees effectiveness assessment and Directors self and peer assessment. The NRC assesses the effectiveness in terms of composition, conduct, accountability and responsibility of the Board and Board Committees in accordance with the terms of reference. The Directors self and peer assessment is conducted to evaluate the mix of skills, experience and the individual Director’s ability to contribute to the development of strategy and exercise independent judgement in the best interest of the Company towards the effective functioning of the Board. The NRC also evaluates the independence of Independent Directors based on the respective directors’ self-declaration in the Directors’ Independence Checklist sets out the “Independence” criteria as prescribed by the Bursa Securities MMLR.

The evaluation process is led by the NRC Chairman with the support from the Company Secretary. The NRC will review the feedback gathered from the evaluation; identify areas for improvements to enhance the effectiveness of the Board and recommend actions to be taken by the Board.

Pursuant to its recent annual evaluation, the NRC was satisfied that taking into account the nature and scope of operations of the Company and the requirements of the Company’s business, the current size and composition of the Board is appropriate and well-balanced with diversity of skills and experience which would facilitate effective decision making. There is also an adequate independent element on the Board that reflects the interest of minority shareholders and provides an effective check and balance. The NRC was also satisfied that the Board comprises individuals of calibre and creditability with necessary skills and qualifications which will enable the Board to discharge its responsibility effectively. Through the Directors self and peer assessment, the Non-Executive Directors have indicated their satisfaction with the level of independence of each of their peers and their ability to act in the best interest of the Company in decision-making.

Directors’ Remuneration

The Group has adopted a formal procedure to determine the remuneration of the Directors so as to ensure that the Company attracts and retains the Directors needed to run the Group successfully. In the case of the Managing Director, the component parts of his remuneration are structured so as to link rewards to corporate and individual performance. In the case of Non-Executive Directors, their remunerations reflect the experience, level of responsibilities and contributions and the time spent in attending to the Group matters.


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The Board, collectively determined the remuneration for the Non-Executive Directors based on the recommendation of the NRC. Each of the Non-Executive Directors abstained from deliberating and voting on their own remuneration.

The current remuneration policy for the Directors is as follows:

Remuneration Package for Managing Director

The NRC is guided by the compensation framework of the HEINEKEN Group, which is an indirect major shareholder of the Company. The remuneration package of the Managing Director consists of both fixed and performance-linked elements. The performance of the Managing Director is reviewed annually taking into consideration the corporate and individual performance.

Fees and Allowances for Non-Executive Directors

The fees and allowances payable to the Non-Executive Directors are determined by the Board as authorised by the shareholders of the Company. All Non-Executive Directors are paid annual fixed director fees for serving as members of the Board and Board Committees. In addition, they are also paid a meeting attendance allowance for each meeting they attended. The Chairmen of the Board Committees also receive annual fixed allowance for the additional responsibility and commitment required. Information from independent sources and survey data on the remuneration practices of comparable companies are considered in determining the remuneration package for the Non-Executive Directors.

The remuneration package for the Non-Executive Directors as approved by the shareholders on 25 November 2015 is set out as follows:

RM

Annual fee for Non-Executive Director 75,000Annual fee for AC member 5,000Annual fee for NRC member 4,000Annual allowance for AC Chairman 8,000Annual allowance for NRC Chairman 6,000Annual allowance for Board Chairman 100,000Meeting allowance (per meeting attended) 1,200

Bonus Scheme

The Group sets up a bonus scheme for all employees including the Managing Director. The criteria for the scheme is the performance achieved from the Group’s businesses against targets, together with an assessment of each individual’s performance. Bonus payable to Managing Director will be reviewed by the NRC and subject to the Board’s approval. Benefits in Kind

Certain customary benefits (such as motor vehicles, mobile phones and club memberships) are made available to the Chairman of the Board and/or the Managing Director of the Company in accordance with the Company’s policies.

Contribution to Employees Provident Fund

Contributions will be made to the Employees Provident Fund for Managing Director / Executive Directors who are Malaysian citizens.

Details of the Directors’ Remuneration

The details of the remuneration paid to Directors (including former Directors of the Company) for the 18 months financial period ended 31 December 2016 are as follows:

Remuneration

18 months financial periodended 31 December 2016

Executive Director

RM

Non-Executive Directors

RM

Fees & Chairman allowance - 904,000Meeting attendance allowance - 100,800Gratuity (Note 1) - 20,000Benefits in kind (Note 2) 846,317 18,157Salary & Other emoluments

(Note 3)2,493,838 -

Total 3,340,155 1,042,957

Notes:1. The gratuity payment was paid to the former Chairman of the

Company who retired from the Board pursuant to Section 129 of the Companies Act, 1965 on 31 December 2016. The payment was made based on the mandate approved by the shareholders on 26 November 2009.

2. Benefits in kind include rental payments,motor vehicles, clubmemberships and personal expenses.

3. Other emoluments include bonuses, incentives, retirement benefits,provisionsforleaveandallowances.


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The number of Directors of the Company (including former Directors of the Company) whose total remuneration including benefits-in-kind for the 18 months financial period ended 31 December 2016 which fall within the required disclosure bands are as follows:

Range of Remuneration RM

18 months financial period ended 31 December 2016

Executive Director

Non-Executive Directors

Below 50,000 - 450,001 – 100,000 - 1100,001 – 150,000 - 4300,001 – 350,000 - 11,900,001 – 1,950,000 1 -

PRINCIPLE 3INDEPENDENT DIRECTORS

Assessment of Independent Directors

The Independent Directors play an important role in bringing impartiality and scrutiny to Board deliberations and decision-making, and also serve to stimulate and challenge the Management in an objective manner. They do not participate in the day-to-day management of the Company and do not involve themselves in business transactions or other relationship which could materially compromise their independent judgement. The decisions are arrived at after taking into account the long term interests, not only of the shareholders, but also of employees, customers, suppliers, and the many communities in which the Group conducts its business.

The Board, through the NRC, evaluates the independence of Independent Directors based on the criteria of independence as defined in the Bursa Securities MMLR and also assesses the individual Director’s ability to exercise independent judgement at all times and to contribute to the effective functioning of the Board.

Tan Sri Saw Choo Boon (retired on 31 December 2016), Mr Martin Giles Manen and Datin Ngiam Pick Ngoh, Linda are the Independent Directors who served on the Board during the 18 months financial period ended 31 December 2016. Based on the evaluation conducted for the financial period under review, the Board is satisfied with the level of independence demonstrated through their engagement in meetings, providing objective challenges to Management, and bringing independent judgement to decision taken by the Board. The said Independent Directors have also fulfilled the criteria of independence as prescribed under the Bursa Securities MMLR. The Company meets the minimum requirement prescribed by the Bursa Securities MMLR to have at least one-third of the Board comprised of Independent Directors.

The Chairman of the AC, Mr Martin Giles Manen, is the designated Senior Independent Director, to whom concerns pertaining to the Group may be conveyed by shareholders and other stakeholders.

Tenure of Independent Directors

The Company does not have a fixed term limit for Independent Directors but the Board does evaluate the contribution and the tenure of the Independent Directors. The Board believes that the ability of a Director to discharge his duties and responsibilities independently and effectively in the decision making processes of the Board is dependent on his calibre, qualification, experience and personal qualities, in particular, integrity and objectivity. The Board is also of the view that valuable contribution can be obtained from Directors who have, over a period of time, developed valuable insight of the Company and its business. The Board therefore was of the view that imposing a fixed term limit for Independent Directors does not necessarily promote independence and objectivity.

For Independent Director who has reached the nine-year cumulative term as Independent Director, an assessment will be carried out by the NRC based on the “Independence” criteria adopted by the Company to determine whether the Director can remain as an Independent Director after serving a cumulative term of nine years. The Board will review the recommendation by the NRC for annual re-election of any Independent Director who has served for nine years or more.

Re-appointment of Independent Director who has served for nine years or more

As of 31 December 2016, none of the Independent Directors who served during the 18 months financial period under review has served on the Board for a cumulative term of nine years or more.

However, the term of office of Mr Martin Giles Manen as Independent Non-Executive Director of the Company is expected to reach the nine-year mark on 28 August 2017.

Mr Martin Giles Manen has met the independence criteria adopted by the Company and fulfilled the independence definitions as prescribed under the Bursa Securities MMLR. The Board believes that Mr Martin Giles Manen is able to bring independent and objective judgements to the Board as a whole and strongly recommended him to continue as Independent Non-Executive Director of the Company subject to approval from the shareholders at the forthcoming AGM of the Company.


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Separation of positions of the Chairman and Managing Director

There is a clear division of responsibility between the Chairman and the Managing Director to ensure that there is a balance of power and authority in the Board, such that no one individual has unfettered powers of decision-making. The Chairman of the Board is primarily responsible for ensuring the effective functioning of the Board and leading the Board in the oversight of management. He also engages directly with the Managing Director to monitor performance and oversees the implementation of strategies.

The Managing Director is responsible for the day-to-day management of the Group operations and business as well as implementation of business plans and strategies, policies and decisions approved by the Board.

Board Composition and Balance

As of 31 December 2016, the Board comprises 7 members, of whom 3 (including the Chairman) are Independent Non-Executive Directors, 3 are Non-Independent Non-Executive Directors, and 1 is an Executive Director. The Board considers various aspects of diversity when assessing the Board’s size and mix each time a vacancy arises.

The Chairman shall be an Independent Director of HEINEKEN Malaysia. The Board noted the recommendation of the CG Code 2012 which states that the Board must comprise a majority of Independent Directors where the Chairman of the Board is not an Independent Director.

The Board believes that the size of the Board is optimum in that it has an appropriate mix of relevant skills, knowledge and experience which commensurate with the complexity, scope and operations of the Group. It also has a balanced composition with adequate Board independence that represents the minority interest.

A brief profile of the Board members is presented on pages 10 to 16 of this Annual Report.

PRINCIPLE 4DIRECTORS’ COMMITMENT

Time Commitment

Directors are expected to devote sufficient time and effort to carry out their responsibilities. The Board will seek commitment from Directors at the time of appointment. Directors are advised to notify the Chairman / Board before accepting any new directorship.

A full year meeting schedule which sets out the dates for meetings of the Board, Board Committees and shareholders, as well as the closed period for dealings in the Company’s stocks by Directors based on the targeted date of announcement of quarterly results of the Group, is prepared and circulated to the Directors before the start of

each calendar year to allow Directors to plan ahead to attend such meetings, so as to maximise participation. Directors are allowed under the Company’s Constitution to participate at a Board / Board Committee Meeting via telephone or video conferencing.

The Board meets on a quarterly basis. Additional meetings are convened as and when necessary, to consider urgent proposals or matters that require the Board’s consideration. Off-site Board Meeting to discuss specific topics will also be arranged, when necessary, to facilitate more time for discussion and view sharing.

The Board met 6 times during the 18 months financial period ended 31 December 2016 and attendance of Directors at Board Meetings, was as follows:

Name Attendance

Hans EssaadiManaging Director

6 / 6

Martin Giles ManenSenior Independent Non-Executive Director

6 / 6

Datin Ngiam Pick Ngoh, LindaIndependent Non-Executive Director

6 / 6

Frans Erik EusmanNon-Independent Non-Executive Director(Appointed on 9 October 2015)

5 / 5

Choo Tay Sian, KennethNon-Independent Non-Executive Director

6 / 6

Yong Weng HongNon-Independent Non-Executive Director(Appointed on 18 August 2015)

6 / 6

Tan Sri Saw Choo BoonChairman, Independent Non-Executive Director (Retired on 31 December 2016)

6 / 6

Note:Dato’ Sri Idris Jala was appointed to the Board with effect from 1 January 2017.

At Board Meetings, the Board reviews Management reports on the business and financial performance of the Group and discusses major operational and financial issues. Directors are encouraged to participate in the meeting and share their views. They are also encouraged to pose queries (if any) to Management prior to each Board Meeting to enable them to better prepare for the meeting.

Any Director who has a direct or deemed interest in the subject matter shall abstain from deliberation and voting on the respective resolution. Decisions of the Board are made unanimously or by consensus. Where appropriate, decisions may be taken by way of Directors’ Circular Resolutions for matters which are administrative in nature.


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PRINCIPLE 5UPHOLD INTEGRITY IN FINANCIAL REPORTING

Financial Reporting

In presenting the quarterly financial reports and the annual financial statements to shareholders and investors, the Board is committed to providing a clear, balanced and meaningful assessment of the Group’s financial position and prospects.

The Board, assisted by the AC, oversees the financial reporting of the Group. The AC reviews the Group’s quarterly financial reports and annual financial statements, the appropriateness of the Group’s accounting policies and the changes to these policies to ensure that these financial statements comply with accounting standards and regulatory requirements.

The Chairman's Statement, the Management Discussion and Analysis and the Operational Review in this Annual Report provide additional analysis and commentary on the state of the Group’s business. The Statement by Directors pursuant to Section 169(15) of the Companies Act, 1965 is set out in the Financial Statements section of this Annual Report.

The Directors are responsible for ensuring that the financial statements of the Group are prepared in accordance with the requirements of the applicable approved accounting standards in Malaysia, provisions of the Companies Act, 1965 and the Bursa Securities MMLR, and give a true and fair view of the financial position of the Group at the end of the financial year.

The Directors are satisfied that in preparing the financial statements for the 18 months financial period ended 31 December 2016, the Group has adopted and applied consistently appropriate accounting policies, supported by reasonable and prudent judgements and estimates; and implemented relevant internal controls to ensure the financial statements are free from material misstatement. The Directors also consider that all applicable approved accounting standards in Malaysia have been adopted and the financial statements have been prepared on a going concern basis.

Related Party Transactions

The Group has in place a policy regulating related party transactions and established the appropriate procedures to ensure that the Company meets its obligations under the Bursa Securities MMLR relating to related party transactions. All related party transactions are reviewed by the sub-committee appointed by the AC and the same will be reported to the AC and the Board on a quarterly basis.

Where any Director who has an interest (direct or indirect) in any related party transaction, such Director shall abstain from deliberation and voting on the resolution of such transaction at the AC and the Board Meetings.

Directors’ Training and Induction

The Board recognises the importance of continuing education for its Directors to ensure that they are equipped with the necessary skills and knowledge to assist them in the discharge of their duties as Directors. All existing Directors have completed the Mandatory Accreditation Programme (MAP) as required under the Bursa Securities MMLR.

Induction programme is arranged for newly appointed Directors to enable them to have a full understanding of the nature of the businesses, current issues within the Group and corporate strategies as well as the structure and management of the Group. The Management Team members will present in person on their respective area of responsibility with an overview of the key issues and strategies. As part of the induction programme, a brewery tour is also arranged to provide greater understanding about the production processes.

The Company Secretary organises and co-ordinates training programmes for the Directors. During the 18 months financial period ended 31 December 2016, 2 in-house Directors’ Continuity Education Programmes which covered the following topics were held on 20 October 2015 and 9 November 2016 and attended by some of the Directors of the Company:

Date Topics

20 October 2015 • Integrated Reporting• Economic Outlook• Do Your Minority Shareholders Trust You?

9 November 2016 • The New Companies Act - What Changes For Plcs and Directors of Plcs?

• Security and Terrorism In Malaysia - A Very Real Threat?

• The Power of Social Media and How It Impacts Our Business

The Directors may request to attend other training courses according to their needs from time to time to keep abreast with relevant changes in laws and regulations, and the business environment. Some of the training / conferences / seminars and/or workshops, in which Directors have participated during the 18 months financial period ended 31 December 2016 are listed in Appendix 1 of this statement.

The Directors are mindful of the need to continue to enhance their skills and knowledge to assist them in the discharge of their duties as Directors. The Board will, on a continuous basis, evaluate and determine the training needs of the Directors.


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The shareholders' mandate in respect of recurrent related party transactions is obtained at each AGM of the Company. The recurrent related party transactions entered into by the Group with its related parties during the 18 months financial period ended 31 December 2016 were for the purchase of manufacturing and marketing materials, payment of engineering, technical, marketing and advertising services and professional services fees, payment of royalties for licences to brew our products and the sale and purchase of beverage products.

Details of these transactions are set out under Note 24 of the Audited Financial Statements in this Annual Report.

Suitability and Independence of External Auditors

The Board through the AC has established a transparent and professional relationship with the Group’s external auditors. The AC has explicit authority to communicate directly with external auditors.

The AC meets with the external auditors at least twice a year to discuss their audit plan and audit findings in relation to the Group’s financial statements. Prior to some AC Meetings, private sessions between the AC and the external auditors were held without the presence of the Managing Director and Management staff to discuss the audit findings and any other observations they may have during the audit process. In addition, the external auditors are invited to attend the AGM of the Company and are available to answer shareholders’ queries on the conduct of the statutory audit and the preparation and content of their audit report.

The AC reviews the audit and non-audit services provided by the external auditors. In reviewing such services, the AC ensures that the independence and objectivity of the external auditors are not compromised. The external auditors are engaged mainly to perform statutory audit on the Group’s financial statements. For the 18 months financial period ended 31 December 2016, the external auditors also undertake the following non-audit related reviews:

• Review of the supplementary financial information on the breakdown of realized and unrealized retained earnings

• Review of the Statement on Risk Management and Internal Control

• Review of identified accounts and balances in the Group financial statements as of 30 September 2015

• Review of royalty fees paid to Diageo Group in respect of the period from 1 July 2015 to 30 June 2016

The AC also considers the re-appointment, remuneration and terms of engagement of the external auditors based on the following criteria:

• Level of skills and expertise, industry knowledge, capabilities and resources of the audit team assigned to perform the audit

• Level of involvement of the audit engagement partner in the audit process

• Adequacy in audit coverage, effectiveness in planning and conduct of audit

• Adequacy of the level and nature of the review procedures, the approach to audit issues

• Ability to perform audit work within agreed plan and timeline• Ability to advise the AC in a frank manner on key findings and

their implications; and provide constructive observations and recommendation in areas requiring improvements

• Non-audit services rendered by the external auditor does not impede independence

• Succession plans and rotation of audit partner to facilitate the maintenance of objectivity

The external auditors, Messrs KPMG PLT, have confirmed their independence to the Group pursuant to the CG Code 2012 and the Bye-Laws of the Malaysian Institute of Accountants on Professional Ethics, Conduct and Practice, in that they adhered to the firm’s strict rules and policies regarding auditor independence to ensure objectivity is maintained and the firm is free of conflict of interest when discharging their professional responsibilities.

Messrs KPMG PLT further confirmed that to the best of their knowledge, they are not aware of any non-audit services provided to the Group during the 18 months financial period ended 31 December 2016 that had compromised their independence as external auditors of the Group.

The AC is satisfied that the objectivity and independence of the external auditors are not in any way impaired by reason of the non-audit services provided by the Group.

Further information on the role of the AC in relation to the external auditors is stated in the Audit Committee Report.

PRINCIPLE 6RISK MANAGEMENT AND INTERNAL CONTROLS SYSTEM

Risk Management

The Board is assisted by the AC who provides an objective review of the effectiveness and efficiency of the Group’s internal control, risk management and governance framework.

The Group has in place a structured framework and process to identify, evaluate, control and manage the principal risks that may affect the achievement of its business objectives. This process is embedded into the Group’s culture, people, strategy, structure and processes and is reviewed by the Board via the AC to ensure the adequacy and integrity of the system. The key features of the framework are set out in the Statement on Risk Management and Internal Control.


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Internal Controls System

The Board acknowledges its responsibilities for the Group’s system of internal control covering not only financial controls but also operational and compliance controls as well as risk management. The internal control system involves each business and key management from each business, including the Board, and is designed to meet the Group’s particular needs and to manage the risks to which it is exposed. The system can therefore only provide reasonable, and not absolute, assurance against material misstatement or loss.

The Group’s internal audit provides independent and objective reports on the Group’s management, records, accounting policies and controls to the AC. The internal audits include evaluation of the processes by which risks are identified, assessed and managed and ensure that controls which are instituted are appropriate and can effectively address acceptable risk exposures. The Group’s internal audit also ensures that recommendations to improve controls are followed through by Management.

The Statement on Risk Management and Internal Control, which provides an overview of the state of internal controls within the Group, is presented on pages 96 to 100 of this Annual Report.

PRINCIPLE 7ENSURE TIMELY AND HIGH QUALITY DISCLOSURE

The Company remains committed to ensure that communication with the investing public regarding the business, operations and financial performance of the Company are accurate, timely, factual, informative, consistent, broadly disseminated and where necessary, filed with regulators in accordance with applicable legal and regulatory requirements.

As part of the HEINEKEN Group, the Company is guided by the HEINEKEN Communication Rules and the Financial Disclosure Guidelines which stipulates the authorized spokespersons through which / whom certain information shall be disclosed to internal and external stakeholders and specific guidance on the disclosure of material information, maintenance of confidentiality of information and dissemination of information. The Company also adheres to the corporate disclosure policy which regulates the following aspects as stipulated in the Bursa Securities MMLR:

• Immediate disclosure of material information• Thorough public dissemination• Clarification, confirmation or denial of rumours or reports• Response to unusual market activity• Unwarranted promotional disclosure activity • Insider trading

The Company’s mobile-friendly website www.heinekenmalaysia.com is a key communication channel for the Company to reach its shareholders, investment community and the general public. The website provides information on the Group business activities, financial results and corporate responsibility initiatives. The website further outlines the Group’s business principles, governance framework, code of business conduct and the speak up policy.

PRINCIPLE 8STRENGTHEN RELATIONSHIP WITH SHAREHOLDERS AND INVESTORS

The Company recognises the importance of being accountable to its shareholders and the investment community, as such; it maintains an active and proactive communication approach with its shareholders and the investment community. The Company firmly believes that timely and accurate information should be provided to shareholders and investors to enable them to make informed investment decisions.

Dissemination of Information

The Company employs various platforms to engage the shareholders and the investment community, which include publications of financial results and presentation on the Company’s website, investors and media briefing, annual report, press releases, announcements to Bursa Securities, AGM and e-mail communications.

The Company also sends its annual report to all its shareholders in CD-ROM format. Shareholders are encouraged to read the annual report from the CD-ROM or on the Company’s website. Shareholders may however request for a physical copy at no cost.

The Company’s website is continually updated with the latest information concerning the Group, such as the latest updates on business and operations, quarterly financial reports, presentation materials provided at analysts and media briefings, governance structure, annual reports, notices of general meetings and press releases and announcements to Bursa Securities.

The Company’s website also allows investors and the general public to inquire about investor relations matters, provide feedback and post queries or concerns regarding the Group via the following channel:

Contact details, as disclosed on the Company’s website:Email : [email protected] : 603-78614688

The Company will review each e-mail received and respond accordingly to its stakeholders in a timely manner.


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Investors Relations

The Company has a dedicated investor relations function which reports directly to the Finance Director. The investor relations personnel organizes post-announcement of results briefings and discussions with investment analysts, fund managers, institutional investors and the media. The briefings, which are conducted by the Managing Director and the Finance Director, are intended not only to promote the dissemination of the financial results of the Group but to provide comprehensive insights and to address concerns raised about the Group’s business strategies, market prospect, major development of the Group’s business initiatives and matters affecting the Group and industry.

In addition, the investor relations personnel together with the Finance Director meet with equity research analysts, fund managers, institutional shareholders and investors on a one-on-one basis during the Company’s open period.

During the financial period under review, the Company conducted 25 face-to-face meetings and 9 conference calls with institutional investors, including brewery tours; and held 5 investor briefing sessions and 4 media briefing sessions. Throughout the financial period under review, the Company received relatively extensive coverage from approximately 20 equity research analysts.

The Board is updated on a monthly basis on investor relations activities, recommendations by analysts, comments from the investment community as well as commentary on share price information, share price performance and changes to the interests of substantial shareholders of the Company.

While the Company endeavours to provide as much information as possible to its shareholders and stakeholders, the Board is mindful of ensuring all shareholders are treated fairly and equitably. To ensure a level playing field and provide confidence to shareholders, unpublished price sensitive information about the Company will not be disclosed on an individual or selective basis to any person unless such information has previously been fully disclosed and disseminated to the public.

AGM

The AGM is a principal platform for open communication between the shareholders, Directors and Senior Management of the Company. The Company ensures that shareholders have the opportunity to participate effectively and vote at general meeting. In this regard, AGM is generally held in a central location which is easily accessible by public transportation. Shareholders are informed of AGM through notices published via the Company’s website, Bursa Securities and in a local daily newspaper; and reports and circulars sent to all shareholders. Notice of the AGM is sent to shareholders at least 21 days ahead of the meeting date together with the Annual Report that contains the audited financial statements and information on the rationale of any proposed resolution under the special business agenda to assist shareholders in deciding how they should vote on each agenda item.

At each AGM, a comprehensive review of the progress and performance of the Group’s business together with an overview of the Group’s activities, key challenges and market outlook will be presented to shareholders. Shareholders are invited to put forth any questions they may have on the motions to be deliberated and decided upon. Shareholders are also informed of their rights to demand a poll vote at the general meeting.

The Chairman, Managing Director, Finance Director and other Board members are available to respond to shareholders’ queries during the meeting. External auditors are also invited to attend the AGM to answer any questions relating to the conduct of the audit and contents of the Auditors’ Report, if any. Members of the Management Team are also present to handle other face-to-face enquiries from shareholders. Where appropriate, a written response will be provided to any significant question that cannot be readily answered at the meeting.

At the 51st AGM of the Company held on 25 November 2015, in addition to the above, the Company also shared its responses to the questions submitted in advance by the Minority Shareholder Watchdog Group. All resolutions put forth for shareholders’ approval at the said AGM were voted by a show of hands. The outcome of the AGM was announced to Bursa Securities on the same meeting day.

Effective 1 July 2016, the Bursa Securities MMLR provides that any resolution set out in the notice of any general meeting, or in any notice of resolution which may properly be moved and is intended to be moved at any general meeting, shall be voted by poll. Also, at least 1 scrutineer, must be appointed to validate the votes cast at the general meeting. Such scrutineer must not be an officer of the Company or its related corporation and must be independent of the person undertaking the polling process.

In line with the above requirements, the Company will conduct electronic poll voting for shareholders / proxies present at the meeting for all resolutions proposed the forthcoming general meetings. A scrutineer will be appointed to count and validate the votes cast at the meetings. Votes cast for and against and the respective percentages, on each resolution will be displayed “live” to shareholders / proxies immediately after each poll conducted. The voting results of the AGM will also be announced in a timely manner after the meeting via Bursa Securities.

The Company Secretary prepares minutes of general meetings, which incorporates substantial comments or queries from shareholders and responses from the Board and Management. These minutes are made available to shareholders upon their requests.

This statement has been reviewed and approved by the Board on 8 March 2017.


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APPENDIX 1 DIRECTORS' TRAINING LIST

Directors Training Attended During The 18 Months Financial Period Ended 31 December 2016

Martin Giles Manen • Board Chairman Series: Leadership Excellence from the Chair

• Breakfast Series with Directors: The Board’s Response in Light of Rising Shareholder Engagements

• Workshop on Directors Corporate Governance Series: Building Effective Finance Function: From Reporting to Analytics to Strategic Inputs

• Anti-Money Laundering (“AML”)/CFT course via eLearning

• Capital Market Director Programme (“CMDP”) Module 3: Risk Oversight and Compliance – Action Plan for Board of Directors

• CMDP Module 4: Current and Emerging Regulatory Issues in the Capital Market

• Hong Leong Group Briefing to Directors: Digital Banking and current challenges in Accounting

• Launch of PwC Report on Integrated Reporting and Panel discussion on Inspiring Trust through Insight

• Breakfast Talk Series: How to Maximise Internal Audit

• Future of Auditor Reporting – The Game Changer for Boardroom: New and Revised Auditor Reporting Standards, Building Momentum towards more Informative Reports with Positive Effect on enhancing Corporate Governance and Improving Audit Quality and Increasing Market Confidence

• Directors’ Training: Do your minority shareholders trust you?, Integrated Reporting and Economic Outlook

• Briefing on Amendments to Capital Markets and Services Act 2007 and Securities Commission Act 1993 and the Bank Negara’s Policy Document on Compliance

• Corporate Governance Breakfast Series entitled Board Reward & Recognition

• CMDP Alumni Event : Doing Business in a Responsible Way, Board Strategic Risk Assessment, Control Design Maturity Assessment, Culture and Risk Survey and Special Site Reviews

• Corporate Governance Breakfast Series for Directors : Improving Board Risk Oversight Effectiveness

• Ring the Bell for Gender Equality

• Independent Directors Programme: The Essence of Independence

• Briefing on Bank Negara’s concept paper on Corporate Governance & Shareholder Suitability

• The most innovative companies : Four Factors that Differentiate Leaders

• AML: Recent Lessons Learnt from the Industry

• Capital Markets Development Programme Alumni Programme : Companies Bill 2015 – Changes and Impact on Company Directors

• Sustainability Engagement Series for Directors/CEOs

• How to build or burn trust in an organization

• A Discussion on Recent Tax Cases and Legal Developments

• Corporate Governance (“CG”) Breakfast Series: Future of Auditor Reporting – The Game Changer for Boardroom

• CG Statement Workshop: The interplay between CG, Non-Financial Information (NFI) and Investment Decisions; CG and NFI – Its Significance for Investment Decisions; The Landscape of CG and NFI Reporting

• International Bureau of Fiscal Documentation 10th Anniversary: International Tax Today

• AML, Anti-Terrorism Financing and Proceeds of Unlawful Activities at 2001: The Law and Compliance

• Directors’ Training : The New Companies Act 2016, Security and Terrorism in Malaysia and The Power of Social Media

• CG Breakfast Series: The Cybersecurity Threat and how Boards should mitigate the Risks

• CG Breakfast Series: How to Leverage on AGMs for Better Engagement with Shareholders

• Launch of AGM Guide

• International Fiscal Association Malaysia’s 35th Anniversary-Substance over Form, Anti Avoidance & Treaty Abuse, the Future of Transfer Pricing and Base Erosion and Profit Shifting

• Unisem Worldwide Sales Meeting : Companies Bill, New Listing Requirements and Sustainability Reporting


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APPENDIX 1 – DIRECTORS' TRAINING LIST


Datin Ngiam Pick Ngoh, Linda

• Directors’ Training : Do your minority shareholders trust you?, Integrated Reporting and Economic Outlook

• AML : Recent lessons learnt from the industry

• Directors’ Training : New Companies Act 2016, Security & Terrorism in Malaysia and The Power of Social Media

• CEO Forum : The Challenges of Leadership, today and tomorrowFrans Erik Eusman • HEINEKEN Asia Pacific Annual GMs Conference : Results and Vision for Asia Pacific, People Development,

Best Practices and New Ways of Working

• HEINEKEN Executive Team Workshop : Strategy and Growth, Creating a culture of innovation, Delivering Sustainable and Scalable Excellence

• HEINEKEN New Frontiers Forum : New Frontiers, Winning with Brands and Leading in turbulent times

• HEINEKEN Asia Pacific Graduate Program : Leadership 101 What got you here won’t get you there, influencing without authority

• HEINEKEN Asia Pacific GMs Gathering : Supply Chain Review, Moral Dilemmas in Business, Corporate Relations Review, Learnings towards Execution, International Brand and Innovation Plan, Revenue Management, Sales Plan and Learnings

Choo Tay Sian, Kenneth • HEINEKEN New Frontiers Forum: New Frontiers, Winning with Brands and Leading in turbulent times

• HEINEKEN Leadership Campus Programme, Harvard Business SchoolYong Weng Hong • HEINEKEN Asia Pacific Annual GMs Conference : Results and Vision for Asia Pacific, People Development,

Best Practices and New Ways of Working

• HEINEKEN Global Finance Conference : New Frontiers in Finance

• HEINEKEN Asia Pacific FM Workshop : Be the Best in Talent Management


Hans Essaadi • Directors’ Training : Do your minority shareholders trust you?, Integrated Reporting and Economic Outlook

• HEINEKEN Asia Pacific Annual GMs Conference : Results and Vision for Asia Pacific, People Development, Best Practices and New Ways of Working

• HEINEKEN Leadership Campus Programme, Harvard Business School

• HEINEKEN New Frontiers Forum : New Frontiers, Winning with Brands and Leading in turbulent times


• Directors’ Training : The New Companies Act 2016, Security and Terrorism in Malaysia and The Power of Social Media


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APPENDIX 1 – DIRECTORS' TRAINING LIST


Tan Sri Saw Choo Boon(Retired on 31 December 2016)

• Leadership Excellence from the Chair Workshop

• Building Effective Finance Function

• Briefing on Overseas Tax and Malaysian Financial Reporting Standard 9

• Capital Market Training Module 1 : Directors as gatekeepers of market

• Cooking the Books : The Malaysian Recipe on Financial Fraud

• Capital Market Training Module 4 : Current and emerging regulatory issues

• Capital Market Training Module 2A : Business challenges and regulatory expectations

• Capital Market Training Module 3 : Risk oversight and compliance

• The New Auditor’s Report : Sharing the UK Experience

• Sustainability Engagement Series for Directors

• Shell Scenarios

• SERC Global Economic Conference : The New Normal

• World Bank Malaysia Economic Monitor : Leveraging Trade Agreements

• Integrated Strategic Risk Management Program : IERP

• Introduction to MFRS9

• Identify Right Board Talent

• Anti-Money Laundering/Counter Terrorism Training

• Directors’ Training: New Companies Act 2016, Security & Terrorism in Malaysia, The Power of Social Media

• World Bank Malaysia Economic Monitor : Quest for Productivity Growth


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AUDIT COMMITTEEREPORT

COMPOSITION

The Audit Committee comprises the following five members, three of whom, including the Chairman, are Independent Non-Executive Directors:

Martin Giles Manen (Chairman)Senior Independent Non-Executive Director(A Chartered Accountant and a member of the Malaysian Institute of Accountants and the Malaysian Institute of Certified Public Accountants)

Dato’ Sri Idris Jala Independent Non-Executive Director(Appointed on 1 January 2017)

Datin Ngiam Pick Ngoh, LindaIndependent Non-Executive Director

Choo Tay Sian, KennethNon-Independent Non-Executive DirectorA Chartered Accountant

Yong Weng HongNon-Independent Non-Executive Director (Has more than three years working experience in the finance field)

Note:Tan Sri Saw Choo Boon ceased as a member of the Audit Committee following his retirement from the Board on 31 December 2016.

MEETINGS

The Audit Committee met 6 times during the 18 months financial period ended 31 December 2016 and attendance of each member at the meetings was as follows:

Name Attendance

Martin Giles ManenChairman, Senior Independent Non-Executive Director

6 / 6

Datin Ngiam Pick Ngoh, LindaMember, Independent Non-Executive Director

6 / 6

Choo Tay Sian, KennethMember, Non-Independent Non-Executive Director

6 / 6

Yong Weng HongMember, Non-Independent Non-Executive Director

6 / 6

Tan Sri Saw Choo BoonMember, Independent Non-Executive Director (Ceased as a member on 31 December 2016)

6 / 6

Note:

Dato’ Sri Idris Jala was appointed to the Board with effect from 1 January 2017.

The Managing Director, Finance Director and the Head of Internal Audit of the Company normally attend the meetings. Certain members of senior management were also invited to attend these meetings to assist in clarifying matters raised at the meeting.

The Audit Committee met with the Group's external auditors to discuss the external audit plan prior to the commencement of the audit and audit findings and any other observation they may have during the audit process. The Audit Committee also met the external auditors without the pressence of the Managing Director and management staff on 13 August 2015 and 20 October 2016.

Separately, the Audit Committee Chairman had two meetings with the external auditors without the Management’s presence. The Chairman also held separate meetings with the Managing Director, Finance Director and the Head of Internal Audit prior to every scheduled Audit Committee meeting. The Chairman of the Audit Committee reports to the Board on matters deliberated at every Audit Committee meeting and recommendations made by the Audit Committee.

ACTIVITIES OF THE AUDIT COMMITTEE

During the 18 months financial period ended 31 December 2016, the Audit Committee carried out its duties in accordance to its Terms of Reference. The main activities carried out by the Audit Committee during the financial period under review were as follows:

Financial Reporting• Reviewed the quarterly financial results of the Group and the

relevant announcements to Bursa Securities and recommended them for Board’s approval.

• Reviewed the Audited Financial Statements of the Group and recommended them for Board’s approval.

In reviewing the financial results and statements, the Audit Committee focused particularly on the accounting principles and standards that were applied and significant matters highlighted including financial reporting issues and judgement made on items that may affect the financial results and statements. The review was to ensure that the financial reporting and disclosures are in compliance with the Bursa Securities Main Market Listing Requirements, provisions of the Companies Act, 1965, applicable International Financial Reporting Standards, approved accounting standards issued by the Malaysian Accounting Standards Board and any other relevant legal and regulatory requirements.


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AUDIT COMMITTEE REPORT

Internal Audit• Reviewed the Internal Audit Plan including the audit

methodology in assessing and rating risks of auditable areas to ensure adequate scope and comprehensive coverage on the audit activities of the Group.

• Reviewed the effectiveness of the audit process, resource requirements for the year and assessed the performance of the Internal Audit Department (“IAD”). The competency and performance of the Head of Internal Audit were also reviewed.

• Reviewed the Internal Audit reports which encompassed the audit issues, audit recommendations, Management’s responses to these recommendations and findings from audits for selected operating process which were carried out in collaboration with the HEINEKEN Global Audit Team. Improvement actions in the area of internal controls, systems and efficiency enhancements suggested by the internal auditors were discussed together with Management.

• Reviewed the implementation of IAD's recommendations through follow-up audit reports to ensure all key risks and control issues were addressed.

• Suggested additional improvement opportunities in the areas of internal control, systems and efficiency improvement.

• Reviewed the results of ad hoc investigations / special reviews on internal misconduct and suspicion of fraud or operational failures within the Group.

• Reviewed the reports from the Risk and Control Workgroup (“RCW”) following their quarterly meetings.

• Reviewed the internal audit rating framework to ensure consistency with the HEINEKEN Global audit framework.

External Audit• Reviewed with the external auditors their audit scope and audit

plan and their proposed fees for the statutory audit and review of the Statement on Risk Management and Internal Control.

• Reviewed the external audit reports and areas of concern highlighted in the Management Letter including Management’s responses to the findings of the external auditors.

• Discussed with external auditors the significant accounting and auditing issues, impact of new or proposed changes in accounting standards and regulatory requirements applicable to the Group; and the processes and controls in place to ensure effective and efficient financial reporting and disclosures under the financial reporting standards.

• Assessed the independence and objectivity of the external auditors in carrying out statutory audit for the Group and prior to the appointment of the external auditors for ad hoc non-audit services. The Audit Committee also received comfirmation from the external auditors, that they adhered to their firm's strict rules and policies regarding auditor independence to ensure objectivity is maintained and their firm is free of conflict of interest when discharging their professional responsibilities.

• Assessed the performance of the external auditors and made recommendations to the Board on their re-appointment and remuneration for financial period ended 31 December 2016.

Related Party Transactions• Reviewed the related party transactions and possible conflict of

interest situations that may arise within the Group. The review was to ensure that transactions with related parties were carried out within the ambit of the shareholders’ mandate approved by shareholders on 25 November 2015.

• Reviewed the proposed shareholders’ mandate for recurrent related party transactions to be entered into by the Group for the ensuing year.

The Audit Committee also reviewed the processes that the Company has in place for identifying, evaluating, approving, reporting and monitoring of recurrent related party transactions. The Audit Committee was satisfied that the processes are adequate to ensure that transactions will be made at arm’s length basis and not prejudicial to the interest of the Group or its minority shareholders and will be tracked and reported in a timely manner.

Other Activities• Reviewed the effectiveness of the Group’s Risk Management

Framework including the process for identifying, evaluating and managing business risks, and reviewed the key strategic risks and changes to the risk profiles of the Group and measures implemented to manage risks.

• Reviewed the adequacy, effectiveness and reliability of controls over financial reporting based on the assessments carried out under the control assurance and risk management programme and the HEINEKEN Risk and Controls Matrix Compliance Programme.

• Reviewed dividend distribution strategy and all dividend payments proposed by Management.

• Reviewed industry issues and Management’s concerns over the potential implication of the issues to the Group operations and business.

• Review of major claims and issues with substantial financial impact.

• Reviewed the implementation of the HEINEKEN Code of Business Conduct (“HeiCode”), Speak Up Policy and adoption of relevant policies under the HeiCode.

• Reviewed the Statement on Corporate Governance, Audit Committee Report and the Statement on Risk Management and Internal Control and recommended to the Board to approve the same for inclusion in the Annual Report.


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AUDIT COMMITTEE REPORT

INTERNAL AUDIT FUNCTION

The Audit Committee is supported by the internal audit function in discharging its duties and responsibilities. The internal audit function is an integral part of the assurance framework and its principal role is to undertake independent and systematic reviews on the Group's internal controls system so as to provide reasonable assurance on the adequacy, integrity and effectiveness of the Group’s overall system of internal controls, risk management and governance. The Audit Committee reviews the adequacy of the scope, functions, competency and resources of the internal audit function to ensure that it is adequately resourced with competent and proficient internal auditors.

The Internal Audit function is carried out in-house by the IAD led by the Head of Internal Audit who reports directly to the Audit Committee. The Head of Internal Audit is currently supported by an Assistant Manager and two Executives. The IAD has direct access to the Chairman of the Audit Committee on all internal control and audit issues. The internal auditors may also communicate with the external auditors, when necessary.

The IAD adopts a risk-based audit approach towards the planning and conduct of audit consistent with the Group’s established framework in designing, implementing and monitoring of control system. The IAD also works collaboratively with the RCW to review the risk management processes of the Group as a whole. The monitoring process and the controls and risk management assessment approach are in line with the Risk Management Framework and risk awareness culture within the organisation.

The IAD carried out its activities based on the annual audit plan approved by the Audit Committee. During the 18 months financial period ended 31 December 2016, the IAD completed 24 audit assignments in total. The audit covered various operational areas within the Group which include:

(i) Regional sales and distribution operations (ii) Key procurement processes and warehouse management

operations(iii) Information systems that support the business activities and

the controls over master data maintenance and security and data integrity

(iv) Brand marketing activities(v) Joiners, movers and leavers control processes

The IAD also reviewed the following matters:

(i) Key strategic risks and risk management processes (ii) Status of implementation of corrective actions and preventive

measures recommended by IAD(iii) Related party transactions entered into by the Group

During the financial period under review, the IAD carried out 5 investigative audits on suspicion of fraud or operational failures reported within the Group. In addition, IAD conducted a test on the Internal Control over Financial Reporting, and reviewed the action plans implemented for the financial period under review.

Findings of the IAD were highlighted to relevant Management who is responsible for ensuring that corrective actions on reported weaknesses are taken within the required timeframe. The finding reports were also deliberated at RCW meetings and presented to the Audit Committee for review at their quarterly meetings.

For the 18 months financial period ended 31 December 2016, the IAD incurred a total expenses of RM1.24 million comprising mainly salaries, traveling and training expenses.

This report has been reviewed by the Audit Committee and approved by the Board on 8 March 2017.


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201696

STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROL

The Board of Directors (“the Board”) recognises the importance of maintaining a sound system of risk management and internal controls in Heineken Malaysia Berhad Group (“the Group”) to safeguard shareholders’ investments and the Group’s assets. The Group has in place a framework for procedures on risk management and internal control which is in line with the guidelines set out in the “Statement on Risk Management & Internal Control: Guidelines for Directors of Listed Issuers”.

This statement stipulates the nature and the key element of the system of risk management and internal controls that the Group has in place during the 18 months financial period ended 31 December 2016.

BOARD’S RESPONSIBILITY

The Board is responsible and accountable for the Group’s system of risk management and internal controls, which includes the establishment of risk management processes and control environment, as well as reviewing its effectiveness, adequacy and integrity as an integral part of good corporate governance. The system of risk management and internal controls covers, inter alia, governance, risk management, financial, organisational, environmental, operational and compliance controls. Such system is designed to manage and minimise impact rather than completely eliminate the risk of failure that may impede the achievement of the Group’s business objectives. Accordingly, it can only provide reasonable, but not absolute, assurance against any material misstatement or losses.

RISK MANAGEMENT FRAMEWORK

The Group has in place a Risk Management Framework to promote effective risk management and enhance the corporate governance assurance process. The framework provides an integrated risk management structure with the establishment of the respective risk workgroups to ensure major areas of risks are controlled and coordinated. This involves the process for identifying, evaluating, monitoring and managing risks that may affect the achievement of the Group’s business objectives. This process is embedded into the Group’s culture, people, strategy, processes and structures and is reviewed by the Board via the Audit Committee to ensure its adequacy and integrity.

The risk management processes are categorised into four (4) broad processes as follows:

MONITOR Periodic monitoring, review and reporting of risk updates

IDENTIFYUnderstand business objective and

identify risks

ASSESSAssess risk based on impact and

likelihood of occurence

RESPONDDetermine how to manage risks and

respond to best mitigate them

STRUCTURE

PROCESS

CULTUREPEOPLE

STRATEGYEFFECTIVE

ACTION PLANNING


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The risk profile of the Group is established during risk assessment sessions facilitated by the Risk and Control Workgroup (“RCW”). Risks identified are assessed, categorised and rated based on the criteria set out in the following risk management matrix in order to determine the appropriate risk response actions.

There are four options available when considering the most appropriate risk response actions to be taken to address the risk. Risk mitigation strategy and action plan will be drawn up once the response action is determined.

RISK RESPONSE ACTIONS

Accept the risk, the probability and possible impact on the business are accepted

Decide to pass the risk or costs of the impact outside the organisation, through third party contracts or take out insurance to cover the costs of the impact

Take action to reduce the risk by lessening the impact. This can

involve improved procedures and internal controls

Decide to eliminate the risk by terminating the activity or the

pursuance of the objective that causes the risk

TAKE

TRANSFER TERMINATE

TREAT

IMPACT RISK MANAGEMENT MARTIX

Extremely significant

Major

Moderate

Minor

Insignificant

Remote Unlikely Possible Likely Almost Certain

LIKELIHOOD

HIGHMAJOR

MEDIUM LOW

Risk ratings:

The Group manages its business risks in a rapidly changing business environment with the following objectives:

• Ensuring the continuity of supply of its products to the consumers at all times

• Safeguarding the Group assets and reputation• Preserving the safety and health of the Group employees• Ensuring that the Group operations do not impact negatively on

the business community• Protecting the interests of all stakeholders• Ensuring compliance to internal policies and procedures, the

Malaysian Code on Corporate Governance, brand owner’s codes and policies and all applicable Malaysian laws and regulations

• Promoting an effective risk awareness culture where risk management is an integral aspect of the Group’s management systems

The RCW, which is made up of the Management Team members and is led by the Managing Director, oversees the areas of risk management and internal control of the Group. It meets on a quarterly basis to review the adequacy of systems, policies and procedures and internal control processes to mitigate the business risks and to follow-up on action plans proposed by Management on the recommendations of the Internal Audit Department (“IAD”) and external auditors. It reports to the Audit Committee and is supported by the Process & Control Improvement (“P&CI”) Team (previously known as Compliance, Controls & Ethics Team) which is tasked to oversee compliance with the Group’s policies and processes, drive continuous process improvement, facilitate risk assessment and ensure follow-up of identified risks or deficiencies with the objective of inculcating a “Culture of Compliance” within the organisation. The P&CI Team is administered as a function within the Finance Department and it reports directly to the Finance Director.

CONTROL ASSURANCE FRAMEWORK

To further strengthen the Group’s internal controls and enhance its corporate governance, the Group has adopted the HEINEKEN Risk and Controls Matrix (“RACM”) compliance programme. RACM is a standardised control assessment programme developed by the HEINEKEN Group that requires each function to evaluate its relevant processes and ensure that it has controls in place to manage a broad range of risks arising from the day-to-day business activities within the Group. RACM assessment emphasises on Internal Controls over Financial Reporting (“ICFR”) where assessment is performed on key controls surrounding the Group financial reporting process based on materiality level; and it focuses on transparency, accountability and safeguarding of assets in its review mechanism.

The P&CI Team coordinates the RACM assessment, which is conducted on a yearly basis, where the head of functions and process owners are briefed on the RACM processes and the scope of assessment. The outcome of the assessment is tested by the IAD and the findings are reported to the RCW and the Audit Committee.


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INTERNAL AUDIT FUNCTION

The IAD is responsible for reviewing key business processes of the Group and monitoring compliance with policies and procedures and the effectiveness of the internal control system. Audits are carried out based on the audit plan approved by the Audit Committee. The annual audit plan is developed based on the risk profiles of the respective functions identified in accordance with the Group’s Risk Management Framework. The audit reports, including significant findings in respect of any non-compliance, will be highlighted for Management and Audit Committee’s attention. Measures and actions by Management to address the improvement areas highlighted are followed-up and reviewed on a quarterly basis.

The IAD has a clear line of reporting to the Audit Committee and its performance is reviewed by the Audit Committee on an annual basis. Thus, the IAD is independent of the operational and management activities they audit.

During the 18 months financial period ended 31 December 2016, the IAD conducted 18 audits in the regional sales and distribution operations, 6 audits on operational processes and embarked on 5 special reviews based on Management’s request. In addition, IAD conducted a test on the ICFR assessment and reviewed the action plans implemented for the financial period under review. Internal audit findings are discussed at Management level and actions are agreed in response to the IAD recommendations. Audit findings together with Management’s response and proposed action plans are presented to the Audit Committee on a quarterly basis for review. The progress of implementation of the agreed actions are monitored by the IAD through follow-up reviews.

During the financial period under review, the IAD also collaborated with the HEINEKEN Global Audit Team to conduct a review on processes and systems in selected functions to assess the effectiveness of the Group’s risk management and internal controls system. Observations together with Management’s response and proposed action plans arising from such review are shared with the Audit Committee.

KEY ELEMENTS OF RISK MANAGEMENT AND INTERNAL CONTROLS SYSTEM

The key elements of the Group’s risk management and internal controls system are described below:

Authority and Responsibility

• As part of its Risk Management Framework, the Board has an organisational structure with clearly defined lines of accountability and responsibilities and delegated authority to the Board Committees and the Management to ensure they discharge their duties. The roles and responsibilities of the Board and Board Committees are provided in the Statement on Corporate Governance.

There is a schedule of key matters reserved specifically for the Board deliberation and decision. The Group is practicing segregation of duties to ensure that specific tasks or duties within related business processes or associated with the systems supporting business processes are deliberately apportioned between different employees, to prevent unintentional or fraudulent transactions.

• Internal policies and procedures of core business processes with limit of authority delegated to appropriate levels of employees are documented in the Group’s Standard Policies and Procedures Manual. This Manual is subject to review and improvement to reflect changing risks or resolve operational deficiencies. It is communicated and made accessible to all employees on the Group Document Repository Portal. Changes to the existing policies or implementation of any new policies and guidelines are presented to the RCW and the Audit Committee for approval. Non-compliance cases, if any, are reported to the Audit Committee.

Monitoring, Reporting and Performance Measurement

• Management Team meetings are held on a monthly basis to review business performance, identify, discuss and resolve operational, financial and key management issues. On a quarterly basis, the Managing Director reports to the Board on key business and operational issues covering, but not limited to strategy, performance, resources and regulatory compliance.

• RCW meets on a quarterly basis to review the adequacy of systems, policies and procedures and internal control processes to mitigate the business risks and to follow-up on action plans proposed by Management on the recommendations of the IAD.

• Annual internal audit on compliance with the ISO 9001:2008 Quality Management System requirements is also carried out.

• A half-yearly Hazard Analysis Critical Control Point internal audit to monitor compliance with product safety requirements.



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• Annual budgeting process where respective functions prepare budgets before a new financial year commences. The annual budget is reviewed by the Management Team and approved by the Board.

• Monthly review of expenditure versus budget is carried out by the Finance Department with the respective functions to ensure all spends are managed in line with plan and key variances, if any, are followed up and reported to Management.

• Visits are made to regional offices to conduct regional reviews by the Management Team.

• Stakeholder engagement with employees, shareholders (existing and potential), analysts, media, trade partners and relevant authorities are conducted to better gauge the needs of the stakeholders and gather feedback on effectiveness and efficiency for continuous improvement.

Integrity and Ethical Values

• As part of the HEINEKEN Group, the Group has adopted the HEINEKEN Code of Business Conduct (“HeiCode”) which governs the standards of ethics and responsible business conduct expected from all employees, individually and as a team at every level. It comprises 15 policies which covers all aspects of the Group’s business operations such as responsible consumption and communication, commitment to health, safety and environment, conduct in the workplace, business conduct, management of confidential information, maintenance of financial and non-financial records, fraud and improper payments, avoidance and disclosure of conflicts of interest, use of Group’s resources and fair competition practices.

• The Group also adopted the HEINEKEN Speak Up Policy which provides the employee with a uniform process to raise concerns about suspected misconduct within the Group without repercussions in a safe and confidential manner. Pursuant to the Speak Up Policy, concerns on suspected misconducts can be reported through line manager / HR representative / internal auditor / legal counsel / trusted representatives appointed by the Company / Integrity Line / Speak Up email / link managed by an independent external party. All Speak Up reports are reviewed by a Review Team comprises representatives from the HEINEKEN Global Business Conduct Office, Global Audit and Global Human Resources. In 2016, the Speak Up Policy was communicated to all employees to create awareness that there is an established channel for them to raise concerns about possible misconduct within the organisation.

• The Group employees are guided by the Corporate Vision and Values which are embedded within the Company’s policies and procedures and work culture.

Employees Competency and Awareness

• Awareness sessions were conducted nationwide and an eLearning programme was rolled out to all employees to drive awareness and to assess employees’ understanding of the HeiCode. It is compulsory for all employees to attend the awareness session and complete this eLearning programme. The results from the eLearning assessment are closely monitored by the employees’ line manager, the P&CI Team and the RCW.

• Training and development programmes such as knowledge, health and safety, technical training and leadership are organised for employees to ensure that they are equipped with necessary knowledge and skills and kept up to date with the necessary competencies to carry out their responsibilities towards achieving the Group’s objectives.

• Briefings and roadshows are conducted so that to keep employees informed of changes to legislation that are expected to affect the Group’s operations or the way the Group conducts its business.

• Induction programme for new joiners is organised with the aim of raising their awareness and educating them on the Group’s approach to risk management and internal controls. Such sessions also provide a forum to enhance the participants’ understanding on the Group’s risk management and control procedures as well as their roles in managing the risks.


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Other Policies

• A Supplier Code which outlines the standard for ethical and business conduct expected from suppliers in their business relationship with the Group. The Group engages the suppliers to raise their awareness on the Group’s expectation on the standards of business ethics and to review their performance based on the obligations committed to the Group.

• The Group’s assets are insured against any mishap that will result in material losses. Measures are also put in place to ensure major assets within the Group are physically safeguarded.

• A Business Continuity Plan which includes a Disaster Recovery Plan, is in place to ensure continuity of business operations in the event of a significant disruption or disaster. The Group has a Crisis Management Team which comprises members of the Management Team, to provide leadership and timely decision-making in the event of crisis. The Crisis Management Team is assisted by the Emergency Response Team, which is entrusted to implement the necessary procedures for responding and stabilising the situation following an incident as well as the Recovery Team, which is assigned to identify primary disaster recovery plan to keep the business operational. Crisis simulation is conducted to enhance the Group’s preparedness in crisis and emergency response so as to ensure that disruption to its operations and business during a crisis or disaster is minimised or properly managed.

In 2016, a simulation on IT disaster was conducted to assess the effectiveness of the IT disaster recovery plan and the Group’s preparedness in dealing with such crisis.

Board Assessment

The Board is of the view that the overall risk management and internal control systems in place for the 18 months financial period ended 31 December 2016 and up to the date of approval of this statement are operating adequately and effectively, in all material aspects, based on the same assurance received from both the Managing Director and Finance Director of the Company via the RACM assessment sign-off. During the financial period under review, there were no material financial and non-financial losses reported as a result of weaknesses or inadequacies in internal controls. The Board will continue to review the systems and ensure that measures will be taken to strengthen the risk management and internal controls environment within the Group.

This statement has been reviewed and approved by the Board on 8 March 2017.


OUR NUMBERS

102 Financial Highlights103 Analysis of Group Revenue

Financial Statements104 Directors’ Report108 Statements of Financial Position109 Statements of Profit or Loss and

Other Comprehensive Income110 Statements of Changes in Equity111 Statements of Cash Flows113 Notes to the Financial Statements150 Statement by Directors and Statutory Declaration151 Independent Auditors’ Report

O U R N U M B E R SHEINEKENMALAYSIABERHAD

ANNUALREPORT

2016102

FINANCIALHIGHLIGHTS

2012 2013 2014 201518 months'

comparative* 2016

KEY OPERATING RESULTS (RM'000)Revenue 1,623,687 1,676,348 1,610,587 1,748,885 2,678,432 2,810,308 PBIT 277,241 292,746 270,609 295,361 497,411 551,051 Tax Expense (69,582) (71,132) (67,581) (78,206) (126,412) (121,963)Profit After Tax 207,399 217,604 198,206 214,193 368,130 427,260 Net Cash from Operating Activities 180,272 225,608 236,225 295,017 397,530 445,543

OTHER KEY DATA (RM'000)Total Assets 779,418 738,984 701,670 692,653 786,724 813,641 Total Liabilities (399,715) (373,444) (344,861) (316,505) (410,709) (421,086)Reserves 228,654 214,491 205,760 225,099 224,966 241,506 Total Equity 379,703 365,540 356,809 376,148 376,015 392,555 Capital Expenditures 60,115 45,555 39,280 38,429 54,226 87,195

FINANCIAL RATIOS (%)Operating working capital % of revenue 11.7 11.4 13.0 8.7 8.7 7.7EBITDA margin 19.2 19.9 19.4 19.3 16.9 22.1Return on equity 73.0 80.1 75.8 78.5 132.3 140.4

SHARE INFORMATIONEarnings per 50 sen stock unit (sen) 68.7 72.0 65.6 70.9 121.9 141.4 Net dividend per 50 sen stock unit (sen) 125.0^ 68.5 64.5 71.0 71.0 145.0^ Dividend yield (%) 9.4^ 3.6 4.9 5.0 5.4 8.9^Net assets per 50 sen stock uni (sen) 126.0 121.0 118.0 125.0 124.0 130.0Market capitalisation (RM'billion) 4.0 5.8 4.0 4.3 4.0 4.9

EBITDA: Earnings before interest, tax, depreciation and amortisation PBIT: Profit before interest and tax

* On 25 November 2015, the Company announced the change of financial year end from 30 June to 31 December. The current financial reporting period is for an 18-month period from 1 July 2015 to 31 December 2016. The 18-month comparative period presented above was computed by adding the results of the 6-month period (1 July 2015 to 31 December 2015) to the 12-month year ended 30 June 2015.

^ Includes special dividend.

O U R N U M B E R S HEINEKENMALAYSIA

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ANALYSIS OFGROUP REVENUE

4% 7%

49%

5%

TAX EXPENSE

PROFIT AFTER TAX

RAW MATERIAL & PACKAGING COSTS

DISTRIBUTION, SALES & ADMINISTRATIVE

EXPENSES

EXCISE, CUSTOM DUTIES & SALES TAX

DEPRECIATION & AMORTISATION

STAFF COST

15%

17%

3%


ANNUALREPORT

2016104

DIRECTORS’REPORT

The Directors have pleasure in submitting their report and the audited financial statements of the Group and of the Company for the financial period ended 31 December 2016.

PRINCIPAL ACTIVITIES

The Company is principally engaged in the production, packaging, marketing and distribution of beverages, primarily alcoholic, whilst the principal activities of the subsidiaries are as stated in Note 5 to the financial statements. There has been no significant change in the nature of these activities during the financial period.

CHANGE OF NAME

On 15 March 2016, the Board of Directors of the Company announced that the Company proposed to change its name from “Guinness Anchor Berhad” to “Heineken Malaysia Berhad” (“change of name”). The change of name is to reflect the corporate identity and branding of the Company and its relationship with the Heineken Group of Companies. The change of name was approved by the Company’s shareholders at the Extraordinary General Meeting on 20 April 2016. The change of name took effect from 21 April 2016, the date of the Certificate of Incorporation on Change of Name issued by the Companies Commission of Malaysia to the Company.

CHANGE OF FINANCIAL YEAR END

On 25 November 2015, the Company announced that the Board of Directors approved the change of the Company’s financial year end from 30 June to 31 December. This is to coincide with the financial year of Heineken N.V., the ultimate holding corporation, and to comply with Section 168(1) of the Companies Act, 1965. The current audited financial statements of the Company are for a period of eighteen (18) months, made up from 1 July 2015 to 31 December 2016. Thereafter, the subsequent financial years of the Company shall end on 31 December. The change of financial year end shall apply to the Company and its subsidiaries.

RESULTS

GroupRM’000

CompanyRM’000

Profit for the period attributable to: Owners of the Company 427,260 455,330

RESERVES AND PROVISIONS

There were no material transfers to or from reserves and provisions during the financial period under review, except as disclosed in the financial statements.

DIVIDENDS

Since the end of the previous financial year, the Company paid:

i) a final ordinary dividend of 51 sen per 50 sen stock unit under the single tier tax system totalling RM154,069,980 in respect of the financial year ended 30 June 2015 on 31 December 2015;

ii) an interim ordinary dividend of 20 sen per 50 sen stock unit under the single tier tax system totalling RM60,419,600 in respect of the financial period ended 31 December 2016 on 15 April 2016;

iii) a special dividend of 30 sen per 50 sen stock unit under the single tier tax system totalling RM90,629,400 in respect of the financial period ended 31 December 2016 on 15 April 2016; and

iv) a second interim ordinary dividend of 35 sen per 50 sen stock unit under the single tier tax system totalling RM105,734,300 in respect of the financial period ended 31 December 2016 on 7 October 2016.

The Directors now recommend the declaration of a final ordinary dividend of 60 sen per 50 sen stock unit under the single tier tax system totalling RM181,258,800 in respect of the financial period ended 31 December 2016 which if approved by the owners of the Company will be payable on 16 May 2017.


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DIRECTORS’ REPORT

DIRECTORS OF THE COMPANY

Directors who served since the date of the last report are:

Dato’ Sri Idris Jala (Appointed on 1.1.2017)Hans EssaadiMartin Giles Manen Datin Ngiam Pick Ngoh, LindaChoo Tay Sian, Kenneth Yong Weng Hong (Appointed on 18.8.2015 and re-elected on 25.11.2015)Frans Erik Eusman (Appointed on 9.10.2015 and re-elected on 25.11.2015)Dato’ Syed Salleh Syed Othman (Demised on 15.8.2015)Michiel Egeler (Resigned on 18.8.2015)Alvaro Andres Cardenas Munoz (Resigned on 7.10.2015)Apurvi Haridas Sheth @ Apurvi Sheth Mirpuri (Resigned on 7.10.2015)Tan Sri Saw Choo Boon (Retired on 31.12.2016)

DIRECTORS’ INTERESTS IN SHARES

The interest in the stock units of the Company of a Director at financial period end as recorded in the Register of Directors’ Shareholdings is as follows:

Number of ordinary stock units of RM0.50 eachAt

1.7.2015 Bought SoldAt

31.12.2016

Datin Ngiam Pick Ngoh, Linda - 6,700 - 6,700

None of the other Directors (including the spouses or children of the Directors who themselves are not Directors of the Company) holding office at 31 December 2016 had any interest in the ordinary stock units/shares of the Company or of its related corporations during the financial period.

DIRECTORS’ BENEFITS

Since the end of the previous financial year, save for the consultancy services fee payable to a Director of the Company with effect from 1 January 2017, none of the other Directors of the Company has received nor become entitled to receive any benefit (other than a benefit included in the aggregate amount of emoluments received or due and receivable by Directors as shown in the financial statements or the fixed salary of a full time employee of the Company) by reason of a contract made by the Company or a related corporation with the Director or with a firm of which the Director is a member, or with a company in which the Director has a substantial financial interest.

There were no arrangements during and at the end of the financial period which had the object of enabling Directors of the Company to acquire benefits by means of the acquisition of shares in or debentures of the Company or any other body corporate.

ISSUE OF SHARES AND DEBENTURES

There were no changes in the authorised, issued and paid-up capital of the Company during the financial period. There were no debentures issued during the financial period.

OPTIONS GRANTED OVER UNISSUED SHARES

No options were granted to any person to take up unissued shares of the Company during the financial period.


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2016106

DIRECTORS’ REPORT

HOLDING CORPORATIONS

The Directors regarded GAPL Pte. Ltd. (“GAPL”), a corporation incorporated in the Republic of Singapore, as the ultimate holding corporation. GAPL was a joint venture corporation whose ultimate owners were Diageo Plc. (“Diageo”), a corporation incorporated in England and Wales, and Heineken Asia Pacific Pte. Ltd. (“HAPPL”), a corporation incorporated in the Republic of Singapore. HAPPL is owned by Heineken N.V., a corporation incorporated in Netherlands. On 7 October 2015, Heineken N.V. acquired Diageo’s shares in GAPL. Heineken N.V. now owns 100% of the issued and fully paid up stock units of GAPL, which in turn holds 51% of the issued and fully paid up stock units of the Company.

Consequently, the immediate, intermediate and ultimate holding corporations are GAPL, HAPPL and Heineken N.V., respectively.

OTHER STATUTORY INFORMATION

Before the financial statements of the Group and of the Company were made out, the Directors took reasonable steps to ascertain that:

i) all known bad debts have been written off and adequate provision made for doubtful debts, and ii) any current assets which were unlikely to be realised in the ordinary course of business have been written down to an amount which

they might be expected so to realise.

At the date of this report, the Directors are not aware of any circumstances:

i) that would render the amount written off for bad debts or the amount of the provision for doubtful debts in the Group and in the Company inadequate to any substantial extent, or

ii) that would render the value attributed to the current assets in the financial statements of the Group and of the Company misleading, or

iii) which have arisen which render adherence to the existing method of valuation of assets or liabilities of the Group and of the Company misleading or inappropriate, or

iv) not otherwise dealt with in this report or the financial statements that would render any amount stated in the financial statements of the Group and of the Company misleading.

At the date of this report, there does not exist:

i) any charge on the assets of the Group or of the Company that has arisen since the end of the financial period and which secures the liabilities of any other person, or

ii) any contingent liability in respect of the Group or of the Company that has arisen since the end of the financial period.

No contingent liability or other liability of any company in the Group has become enforceable, or is likely to become enforceable within the period of twelve months after the end of the financial period which, in the opinion of the Directors, will or may substantially affect the ability of the Group and of the Company to meet their obligations as and when they fall due.

In the opinion of the Directors, the financial performance of the Group and of the Company for the financial period ended 31 December 2016 have not been substantially affected by any item, transaction or event of a material and unusual nature nor has any such item, transaction or event occurred in the interval between the end of that financial period and the date of this report.


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DIRECTORS’ REPORT

AUDITORS

The auditors, KPMG PLT (converted from a conventional partnership, KPMG, on 27 December 2016), are retiring and not seeking re-appointment.

The Company has received a letter dated 6 February 2017 from its immediate holding corporation, GAPL Pte Ltd, nominating Deloitte PLT as the new auditors of the Company. The proposed nomination is subject to consent to act to be obtained from Deloitte PLT and shareholders’ approval to be obtained at the Annual General Meeting of the Company to be convened.

Signed on behalf of the Board of Directors in accordance with a resolution of the Directors:

Dato’ Sri Idris JalaDirector

Hans Essaadi Director

Petaling Jaya,Date: 15 February 2017


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2016108

STATEMENTS OF FINANCIAL POSITION AS AT 31 DECEMBER 2016

NoteGroup Company

31.12.2016RM’000

30.6.2015RM’000

31.12.2016RM’000

30.6.2015RM’000

AssetsProperty, plant and equipment 3 221,687 219,581 198,236 192,717Intangible assets 4 33,509 33,317 33,505 33,310Investments in subsidiaries 5 - - 14,344 14,344Deferred tax assets 6 10,371 - - -Other receivables and prepayments 7 21,609 27,005 1,050 512

Total non-current assets 287,176 279,903 247,135 240,883

Inventories 8 61,892 49,049 30,210 22,755Current tax assets 12,551 15,138 11,636 8,760Receivables, deposits and prepayments 7 447,977 296,269 131,607 43,999Cash and bank balances 4,045 52,294 3,995 51,157

Total current assets 526,465 412,750 177,448 126,671Total assets 813,641 692,653 424,583 367,554

EquityShare capital 9 151,049 151,049 151,049 151,049Retained earnings 241,506 225,099 106,372 61,895

Total equity attributable to owners of the Company 392,555 376,148 257,421 212,944

LiabilitiesBorrowings 10 - 50,000 - 50,000Deferred tax liabilities 6 38,481 48,498 38,481 37,382

Total non-current liabilities 38,481 98,498 38,481 87,382

Borrowings 10 74,000 25,000 74,000 25,000Trade and other payables 11 292,279 193,007 54,681 42,228Current tax liabilities 16,326 - - -

Total current liabilities 382,605 218,007 128,681 67,228Total liabilities 421,086 316,505 167,162 154,610Total equity and liabilities 813,641 692,653 424,583 367,554

The notes on pages 113 to 149 are an integral part of these financial statements.


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STATEMENTS OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME

FOR THE PERIOD ENDED 31 DECEMBER 2016


NoteGroup Company

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Revenue 2,810,308 1,748,885 1,846,919 1,148,392Cost of sales (1,806,844) (1,128,332) (1,708,742) (1,041,780)Gross profit 1,003,464 620,553 138,177 106,612Other income 8,854 4,777 4,503 1,724Distribution, marketing and selling expenses (355,087) (234,729) (17,026) (8,294)Administrative expenses (88,472) (82,256) (19,891) (16,980)Other expenses (17,708) (12,984) (12,626) (10,680)Dividend income - - 384,588 136,742Results from operating activities 551,051 295,361 477,725 209,124Finance income 12 2,956 2,631 2,925 2,592Finance costs 13 (4,784) (5,593) (4,784) (5,593)Net finance costs (1,828) (2,962) (1,859) (3,001)Profit before tax 549,223 292,399 475,866 206,123Tax expense 14 (121,963) (78,206) (20,536) (18,298)Profit/Total comprehensive income for the

period/year 15 427,260 214,193 455,330 187,825

Profit/Total comprehensive income for the period/year attributable to:Owners of the Company 427,260 214,193 455,330 187,825

Basic/Diluted earnings per ordinary stock unit (sen) 16 141.4 70.9


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2016110

STATEMENTS OF CHANGES IN EQUITY FOR THE PERIOD ENDED 31 DECEMBER 2016

Group

Note

Attributable to owners of the CompanyDistributable

Sharecapital

RM’000

RetainedearningsRM’000

Totalequity

RM’000

At 1 July 2014 151,049 205,760 356,809Total comprehensive income for the year - 214,193 214,193Dividends to owners of the Company 17 - (194,854) (194,854)At 30 June 2015/1 July 2015 151,049 225,099 376,148Total comprehensive income for the period - 427,260 427,260Dividends to owners of the Company 17 - (410,853) (410,853)At 31 December 2016 151,049 241,506 392,555

Note 9

Company

Note

Attributable to owners of the CompanyDistributable

Sharecapital

RM’000

RetainedearningsRM’000

Totalequity

RM’000

At 1 July 2014 151,049 68,924 219,973Total comprehensive income for the year - 187,825 187,825Dividends to owners of the Company 17 - (194,854) (194,854)At 30 June 2015/1 July 2015 151,049 61,895 212,944Total comprehensive income for the period - 455,330 455,330Dividends to owners of the Company 17 - (410,853) (410,853)At 31 December 2016 151,049 106,372 257,421

Note 9



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STATEMENTS OF CASH FLOWS FOR THE PERIOD ENDED 31 DECEMBER 2016

NoteGroup Company

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Cash flows from operating activitiesProfit before tax 549,223 292,399 475,866 206,123Adjustments for:

Amortisation of intangible assets 4 17,308 10,758 17,305 10,756Amortisation of prepaid contractual

promotion expenses 92,203 46,489 - -Depreciation of property, plant and

equipment 3 52,017 30,968 38,814 22,896Dividend income - - (384,588) (136,742)Finance income 12 (2,956) (2,631) (2,925) (2,592)Finance costs 13 4,784 5,593 4,784 5,593Gain on disposal of property,

plant and equipment (2,032) (1,111) (420) (206)Impairment loss on trade receivables - 824 - -Intangible assets written off - 214 - 214Property, plant and equipment written off 15,304 2,791 15,263 2,779Reversal of impairment loss on

trade receivables (272) - - -Net unrealised gain on foreign exchange (70) (40) (40) (44)

Operating profit before changes in working capital 725,509 386,254 164,059 108,777

Change in inventories (12,843) (9,074) (7,455) 5,955Change in trade and other payables 99,342 45,427 12,493 (274)Change in receivables, deposits and

prepayments (238,243) (36,913) (85,833) 69,524Cash generated from operations 573,765 385,694 83,264 183,982Interest paid (4,784) (5,593) (4,784) (5,593)Tax refund 317 - 317 -Tax paid (123,755) (85,084) (22,630) (22,428)Net cash from operating activities 445,543 295,017 56,167 155,961



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2016112

NoteGroup Company

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Cash flows from investing activitiesAcquisition of intangible assets 4 (17,500) (5,499) (17,500) (5,499)Acquisition of property, plant and equipment 3 (69,695) (32,930) (61,994) (23,493)Dividend received - - 384,588 136,742Interest received 2,956 2,631 2,925 2,592Proceeds from disposal of property, plant and

equipment 2,300 1,125 505 209Net cash (used in)/from investing activities (81,939) (34,673) 308,524 110,551Cash flows from financing activitiesDividends paid to owners of the Company 17 (410,853) (194,854) (410,853) (194,854)Drawdown of revolving credit and

trade financing 74,000 - 74,000 -Proceeds from issuance of Commercial Papers - 25,000 - 25,000Repayment of Commercial Papers (25,000) - (25,000) -Repayment of Medium Term Notes (50,000) (100,000) (50,000) (100,000)Net cash used in financing activities (411,853) (269,854) (411,853) (269,854)Net decrease in cash and bank balances (48,249) (9,510) (47,162) (3,342)Cash and bank balances at 1 July 52,294 61,804 51,157 54,499Cash and bank balances at

31 December/30 June 4,045 52,294 3,995 51,157

STATEMENTS OF CASH FLOWS FOR THE PERIOD ENDED 31 DECEMBER 2016



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NOTES TO THE FINANCIAL STATEMENTS

Heineken Malaysia Berhad (formerly known as Guinness Anchor Berhad) is a public limited liability company, incorporated and domiciled in Malaysia and is listed on the Main Market of Bursa Malaysia Securities Berhad. The address of its registered office and principal place of business is as follows:

Sungei Way BreweryLot 1135, Batu 9, Jalan Klang Lama46000 Petaling JayaSelangor Darul Ehsan

The consolidated financial statements of the Company as at and for the financial period ended 31 December 2016 comprise the Company and its subsidiaries (together referred to as the “Group” and individually referred to as “Group entities”). The financial statements of the Company as at and for the financial period ended 31 December 2016 do not include other entities. The Company is principally engaged in the production, packaging, marketing and distribution of beverages, primarily alcoholic, whilst the principal activities of the subsidiaries are as stated in Note 5 to the financial statements.



These financial statements were authorised for issue by the Board of Directors on 15 February 2017.

1. BASIS OF PREPARATION

(a) Statement of compliance

The financial statements of the Group and the Company have been prepared in accordance with Malaysian Financial Reporting Standards (“MFRSs”), International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia.

The following are accounting standards, amendments and interpretations of the MFRSs that have been issued by the Malaysian Accounting Standards Board (“MASB”) but have not been adopted by the Group and the Company:

MFRSs, Interpretations and amendments effective for annual periods beginning on or after 1 January 2017• Amendments to MFRS 12, Disclosure of Interests in Other Entities (Annual Improvements to MFRS Standards 2014-2016

Cycle)• Amendments to MFRS 107, Statement of Cash Flows – Disclosure Initiative• Amendments to MFRS 112, Income Taxes – Recognition of Deferred Tax Assets for Unrealised Losses

MFRSs, Interpretations and amendments effective for annual periods beginning on or after 1 January 2018• MFRS 9, Financial Instruments (2014)• MFRS 15, Revenue from Contracts with Customers• Clarifications to MFRS 15, Revenue from Contracts with Customers• IC Interpretation 22, Foreign Currency Transactions and Advance Consideration• Amendments to MFRS 1, First-time Adoption of Malaysian Financial Reporting Standards (Annual Improvements to MFRS

Standards 2014-2016 Cycle)• Amendments to MFRS 2, Share-based Payment – Classification and Measurement of Share-based Payment Transactions• Amendments to MFRS 4, Insurance Contracts – Applying MFRS 9 Financial Instruments with MFRS 4 Insurance Contracts*• Amendments to MFRS 128, Investments in Associates and Joint Ventures (Annual Improvements to MFRS Standards

2014-2016 Cycle)*• Amendments to MFRS 140, Investment Property – Transfers of Investment Property*


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1. BASIS OF PREPARATION (CONTINUED)

(a) Statement of compliance (continued)

MFRSs, Interpretations and amendments effective for annual periods beginning on or after 1 January 2019• MFRS 16, Leases

MFRSs, Interpretations and amendments effective for annual periods beginning on or after a date yet to be confirmed• Amendments to MFRS 10, Consolidated Financial Statements and MFRS 128, Investments in Associates and Joint

Ventures – Sale or Contribution of Assets between an Investor and its Associate or Joint Venture

The Group and the Company plan to apply the abovementioned accounting standards, amendments and interpretations:

• from the annual period beginning on 1 January 2017 for those amendments that are effective for annual periods beginning on or after 1 January 2017.

• from the annual period beginning on 1 January 2018 for those accounting standards, amendments and interpretation that are effective for annual periods beginning on or after 1 January 2018, except for those marked with “*” which are not applicable to the Group and the Company.

• from the annual period beginning on 1 January 2019 for the accounting standard that is effective for annual periods beginning on or after 1 January 2019.

The initial application of the applicable accounting standards, amendments or interpretations are not expected to have any material financial impacts to the current period and prior period financial statements of the Group and of the Company except as mentioned below:

MFRS 15, Revenue from Contracts with Customers

MFRS 15 replaces the guidance in MFRS 111, Construction Contracts, MFRS 118, Revenue, IC Interpretation 13, Customer Loyalty Programmes, IC Interpretation 15, Agreements for Construction of Real Estate, IC Interpretation 18, Transfers of Assets from Customers and IC Interpretation 131, Revenue – Barter Transactions Involving Advertising Services.

The Group is currently assessing the financial impact that may arise from the adoption of MFRS 15.

MFRS 9, Financial Instruments

MFRS 9 replaces the guidance in MFRS 139, Financial Instruments: Recognition and Measurement on the classification and measurement of financial assets and financial liabilities, and on hedge accounting.


MFRS 16, Leases

MFRS 16 replaces the guidance in MFRS 117, Leases, IC Interpretation 4, Determining whether an Arrangement contains a Lease, IC Interpretation 115, Operating Leases – Incentives and IC Interpretation 127, Evaluating the Substance of Transactions Involving the Legal Form of a Lease.



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1. BASIS OF PREPARATION (CONTINUED)

(b) Basis of measurement

The financial statements have been prepared on the historical cost basis other than as disclosed in Note 2.

(c) Functional and presentation currency

These financial statements are presented in Ringgit Malaysia (“RM”), which is the Company’s functional currency. All financial information is presented in RM and has been rounded to the nearest thousand, unless otherwise stated.

(d) Use of estimates and judgements

The preparation of the financial statements in conformity with MFRSs requires management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimates are revised and in any future periods affected.

There are no significant areas of estimation uncertainty and critical judgements in applying accounting policies that have significant effect on the amounts recognised in the financial statements other than those disclosed in the following notes:

• Note 11 – accruals for promotional discounts and rebates• Note 23 – contingent liability

2. SIGNIFICANT ACCOUNTING POLICIES

The accounting policies set out below have been applied consistently to the periods presented in these financial statements and have been applied consistently by Group entities, unless otherwise stated.

(a) Basis of consolidation

(i) Subsidiaries

Subsidiaries are entities, including structured entities, controlled by the Company. The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases.

The Group controls an entity when it is exposed, or has rights, to variable returns from its involvement with the entity and has the ability to affect those returns through its power over the entity. Potential voting rights are considered when assessing control only when such right are substantive. The Group also considers it has de facto power over an investee when, despite not having the majority of voting rights, it has the current ability to direct the activities of the investee that significantly affect the investee’s return.

Investments in subsidiaries are measured in the Company’s statement of financial position at cost less any impairment losses. The cost of investments includes transaction costs.

(ii) Transactions eliminated on consolidation

Intra-group balances and transactions, and any unrealised income and expenses arising from intra-group transactions, are eliminated in preparing the consolidated financial statements.


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2. SIGNIFICANT ACCOUNTING POLICIES (CONTINUED)

(b) Foreign currency transactions

Transactions in foreign currencies are translated to the respective functional currencies of Group entities at exchange rates at the dates of the transactions.

Monetary assets and liabilities denominated in foreign currencies at the end of the reporting period are retranslated to the functional currency at the exchange rate at that date.

Non-monetary assets and liabilities denominated in foreign currencies are not retranslated at the end of the reporting period, except for those that are measured at fair value are retranslated to the functional currency at the exchange rate at the date that the fair value was determined.

Foreign currency differences arising on retranslation are recognised in profit or loss.

(c) Financial instruments

(i) Initial recognition and measurement

A financial asset or a financial liability is recognised in the statement of financial position when, and only when, the Group or the Company becomes a party to the contractual provisions of the instrument.

A financial instrument is recognised initially, at its fair value plus, in the case of a financial instrument not at fair value through profit or loss, transaction costs that are directly attributable to the acquisition or issue of the financial instrument.

(ii) Financial instrument categories and subsequent measurement

The Group and the Company categorise financial instruments as follows:

Financial assets

Loans and receivables

Loans and receivables category comprises debt instruments that are not quoted in an active market.

Financial assets categorised as loans and receivables are subsequently measured at amortised cost using the effective interest method.

All financial assets are subject to review for impairment (see Note 2(i)(i)).

Financial liabilities

All financial liabilities are subsequently measured at amortised cost.

(iii) Derecognition

A financial asset or a part of it is derecognised when, and only when the contractual rights to the cash flows from the financial asset expire or control of the asset is not retained or substantially all of the risks and rewards of ownership of the financial asset are transferred to another party. On derecognition of a financial asset, the difference between the carrying amount and the sum of the consideration received (including any new asset obtained less any new liability assumed) and any cumulative gain or loss that had been recognised in equity is recognised in profit or loss.

A financial liability or a part of it is derecognised when, and only when, the obligation specified in the contract is discharged, cancelled or expires. On derecognition of a financial liability, the difference between the carrying amount of the financial liability extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in profit or loss.


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(d) Property, plant and equipment

(i) Recognition and measurement

Items of property, plant and equipment are measured at cost less any accumulated depreciation and any accumulated impairment losses.

Cost includes expenditures that are directly attributable to the acquisition of the asset and any other costs directly attributable to bringing the asset to working condition for its intended use, and the costs of dismantling and removing the items and restoring the site on which they are located.

Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment.

When significant parts of an item of property, plant and equipment have different useful lives, they are accounted for as separate items (major components) of property, plant and equipment.

The gain or loss on disposal of an item of property, plant and equipment is determined by comparing the proceeds from disposal with the carrying amount of property, plant and equipment and is recognised net within “other income” or “other expenses” respectively in profit or loss.

(ii) Subsequent costs

The cost of replacing a component of an item of property, plant and equipment is recognised in the carrying amount of the item if it is probable that the future economic benefits embodied within the component will flow to the Group or the Company, and its cost can be measured reliably. The carrying amount of the replaced component is derecognised to profit or loss. The costs of the day-to-day servicing of property, plant and equipment are recognised in profit or loss as incurred.

(iii) Depreciation

Depreciation is based on the cost of an asset less its residual value. Significant components of individual assets are assessed, and if a component has a useful life that is different from the remainder of that asset, then that component is depreciated separately.

Depreciation is recognised in profit or loss on a straight-line basis over the estimated useful lives of each component of an item of property, plant and equipment from the date that they are available for use. Leased assets are depreciated over the shorter of the lease term and their useful lives unless it is reasonably certain that the Group will obtain ownership by the end of the lease term. Freehold land is not depreciated. Capital work-in-progress are not depreciated until the assets are ready for their intended use.

The estimated useful lives for the current and comparative periods are as follows:

• leasehold land 61 - 95 years• buildings 50 years• plant and machinery 13 - 20 years• movable plant 2 - 10 years

Depreciation methods, useful lives and residual values are reviewed at the end of each reporting period, and adjusted as appropriate.


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(e) Operating leases

Leases, where the Group or the Company does not assume substantially all the risks and rewards of ownership are classified as operating leases and the leased assets are not recognised on the statement of financial position.

Payments made under operating leases are recognised in profit or loss on a straight-line basis over the term of the lease. Lease incentives received are recognised in profit or loss as an integral part of the total lease expense, over the term of the lease. Contingent rentals are charged to profit or loss in the reporting period in which they are incurred.

(f) Intangible assets

(i) Computer software

Computer software that are acquired by the Group, which have finite useful lives, are stated at cost less any accumulated amortisation and any accumulated impairment losses. Capital work-in-progress is measured at cost and is not amortised until the assets are ready for their intended use.

(ii) Subsequent expenditure

Subsequent expenditure is capitalised only when it increases the future economic benefits embodied in the specific asset to which it relates. All other expenditure is recognised in profit or loss as incurred.

(iii) Amortisation

Computer software are amortised from the date that they are available for use. Amortisation is based on the cost of an asset less its residual value.

Amortisation is recognised in profit or loss on a straight-line basis over the estimated useful life of 5 years.

Amortisation methods, useful life and residual values are reviewed at the end of each reporting period and adjusted, if appropriate.

(g) Inventories

Inventories are measured at the lower of cost and net realisable value.

The cost of inventories is calculated using the weighted average method, and includes cost of raw materials, duties where applicable, and other expenses incurred in acquiring the inventories and bringing them to their existing location and condition. For finished goods and work-in-progress, cost also includes direct labour and an appropriate proportion of production overheads based on normal operating capacity.

Net realisable value is the estimated selling price in the ordinary course of business, less the estimated cost of completion and the estimated cost necessary to make the sale.

(h) Cash and bank balances

Cash and bank balances consist of cash on hand and balances placed with licensed banks.


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(i) Impairment

(i) Financial assets

All financial assets (except for investments in subsidiaries) are assessed at each reporting date whether there is any objective evidence of impairment as a result of one or more events having an impact on the estimated future cash flows of the asset. Losses expected as a result of future events, no matter how likely, are not recognised. If any such objective evidence exists, then the impairment loss of the financial asset is estimated.

Objective evidence that financial assets are impaired can include default or delinquency by a debtor, restructuring of an amount due to the Group on terms that the Group would not consider otherwise, indications that a debtor or issuer will enter bankruptcy or the disappearance of an active market for a security.

The Group considers evidence of impairment for receivables at specific asset level. All receivables are assessed individually for impairment.

An impairment loss in respect of loans and receivables is recognised in profit or loss and is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the asset’s original effective interest rate. The carrying amount of the asset is reduced through the use of an allowance account.

If, in a subsequent period, the fair value of a debt instrument increases and the increase can be objectively related to an event occurring after the impairment loss was recognised in profit or loss, the impairment loss is reversed, to the extent that the asset’s carrying amount does not exceed what the carrying amount would have been had the impairment not been recognised at the date the impairment is reversed. The amount of the reversal is recognised in profit or loss.

(ii) Other assets

The carrying amounts of other assets (except for inventories and deferred tax assets) are reviewed at the end of each reporting period to determine whether there is any indication of impairment. If any such indication exists, then the asset’s recoverable amount is estimated.

For the purpose of impairment testing, assets are grouped together into the smallest group of assets that generates cash inflows from continuing use that are largely independent of the cash inflows of other assets or cash-generating units.

The recoverable amount of an asset or cash-generating unit is the greater of its value in use and its fair value less costs of disposal. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset or cash-generating unit.

An impairment loss is recognised if the carrying amount of an asset or its related cash-generating unit exceeds its estimated recoverable amount.

Impairment losses are recognised in profit or loss. Impairment losses recognised in respect of cash-generating units are allocated first to reduce the carrying amount of any goodwill allocated to the cash-generating unit (group of cash-generating units) and then to reduce the carrying amounts of the other assets in the cash-generating unit (groups of cash-generating units) on a pro rata basis.

Impairment losses recognised in prior periods are assessed at the end of each reporting period for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount since the last impairment loss was recognised. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment loss had been recognised. Reversals of impairment losses are credited to profit or loss in the financial period in which the reversals are recognised.


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(j) Equity instrument

Ordinary shares classified as equity are measured at cost on initial recognition and are not remeasured subsequently.

(k) Employee benefits

(i) Short-term employee benefits

Short-term employee benefit obligations in respect of salaries, annual bonuses, paid annual leave and sick leave are measured on an undiscounted basis and are expensed as the related service is provided.

A liability is recognised for the amount expected to be paid under short-term cash bonus or profit-sharing plans if the Group has a present legal or constructive obligation to pay this amount as a result of past service provided by the employee and the obligation can be estimated reliably.

(ii) State plans

The Group’s contributions to statutory pension funds are charged to profit or loss in the financial period to which they relate. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in future payments is available.

(iii) Termination benefits

Termination benefits are expensed at the earlier of when the Group can no longer withdraw the offer of those benefits and when the Group recognises costs for a restructuring. If benefits are not expected to be settled wholly within 12 months of the end of the reporting period, then they are discounted.

(l) Provisions

A provision is recognised if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation.

(m) Revenue and other income

(i) Goods sold

Revenue from the sale of goods in the course of ordinary activities is measured at fair value of the consideration received or receivable, net of returns and allowances, trade discounts and volume rebates. Revenue is recognised when persuasive evidence exists, usually in the form of an executed sales agreement, that the significant risks and rewards of ownership have been transferred to the customer, recovery of the consideration is probable, the associated costs and possible return of goods can be estimated reliably, and there is no continuing management involvement with the goods, and the amount of revenue can be measured reliably. If it is probable that discounts will be granted and the amount can be measured reliably, then the discount is recognised as a reduction of revenue as the sales are recognised.

(ii) Dividend income

Dividend income is recognised in profit or loss on the date that the Group’s or the Company’s rights to receive payment is established.

(iii) Interest income

Interest income is recognised as it accrues using the effective interest method in profit or loss.

(n) Borrowing costs

Borrowing costs are recognised in profit or loss using the effective interest method.


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(o) Income tax

Income tax expense comprises current and deferred tax. Current tax and deferred tax are recognised in profit or loss except to the extent that it relates to items recognised directly in equity or other comprehensive income.

Current tax is the expected tax payable or receivable on the taxable income or loss for the period, using tax rates enacted or substantively enacted by the end of the reporting period, and any adjustment to tax payable in respect of previous financial periods.

Deferred tax is recognised using the liability method, providing for temporary differences between the carrying amounts of assets and liabilities in the statement of financial position and their tax bases. Deferred tax is not recognised for the initial recognition of assets or liabilities in a transaction that is not a business combination and that affects neither accounting nor taxable profit or loss. Deferred tax is measured at the tax rates that are expected to be applied to the temporary differences when they reverse, based on the laws that have been enacted or substantively enacted by the end of the reporting period.

The amount of deferred tax recognised is measured based on the expected manner of realisation or settlement of the carrying amount of the assets and liabilities, using tax rates enacted or substantively enacted at the reporting date. Deferred tax assets and liabilities are not discounted.

Deferred tax assets and liabilities are offset if there is a legally enforceable right to offset current tax liabilities and assets, and they relate to income taxes levied by the same tax authority on the same taxable entity, or on different tax entities, but they intend to settle current tax liabilities and assets on a net basis or their tax assets and liabilities will be realised simultaneously.

A deferred tax asset is recognised to the extent that it is probable that future taxable profits will be available against which the temporary differences can be utilised. Deferred tax assets are reviewed at the end of each reporting period and are reduced to the extent that it is no longer probable that the related tax benefits will be realised.

(p) Earnings per ordinary stock unit

The Group presents basic and diluted earnings per stock unit data for its ordinary stock unit (“EPS”).

Basic EPS is calculated by dividing the profit or loss attributable to ordinary stockholders of the Company by the weighted average number of ordinary stock units outstanding during the period.

Diluted EPS is determined by adjusting the profit or loss attributable to ordinary stockholders and the weighted average number of ordinary stock units outstanding for the effects of all dilutive potential ordinary stock units, if any.

(q) Operating segments

An operating segment is a component of the Group that engages in business activities from which it may earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Group’s other components. Operating segment results are reviewed regularly by the chief operating decision maker, which in this case is the Managing Director of the Group, to make decisions about resources to be allocated to the segment and to assess its performance, and for which discrete financial information is available.


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(r) Fair value measurements

Fair value of an asset or a liability, except for share-based payment and lease transactions, is determined as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. The measurement assumes that the transaction to sell the asset or transfer the liability takes place either in the principal market or in the absence of a principal market, in the most advantageous market.

For non-financial asset, the fair value measurement takes into account a market participant’s ability to generate economic benefits by using the asset in its highest and best use or by selling it to another market participant that would use the asset in its highest and best use.

When measuring the fair value of an asset or a liability, the Group uses observable market data as far as possible. Fair value are categorised into different levels in a fair value hierarchy based on the input used in the valuation techniques as follows:

Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities that the Group can access at the measurement date.Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.Level 3: unobservable inputs for the asset or liability.

The Group recognises transfers between levels of the fair value hierarchy as of the date of the event or change in circumstances that caused the transfers.


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3. PROPERTY, PLANT AND EQUIPMENT

Group

Freeholdland

RM’000

Long termleasehold

landRM’000

BuildingsRM’000

Plant andmachinery

RM’000

Movableplant

RM’000

Capitalwork-in-progressRM’000

TotalRM’000

CostAt 1 July 2014 4,037 20,191 94,084 345,388 188,477 5,395 657,572Additions - - 47 304 8,488 24,091 32,930Write off - - (1,826) (3,915) (22,604) - (28,345)Disposals - - - (1,810) (7,796) - (9,606)Transfers - - 3,437 7,664 16,622 (27,723) -At 30 June 2015/1 July 2015 4,037 20,191 95,742 347,631 183,187 1,763 652,551Additions - - 16 509 1,120 68,050 69,695Write off - - (373) (8,835) (35,018) - (44,226)Disposals - - - - (9,041) - (9,041)Transfers - - 3,752 13,832 49,003 (66,587) - At 31 December 2016 4,037 20,191 99,137 353,137 189,251 3,226 668,979

DepreciationAt 1 July 2014 - 7,613 49,627 244,878 135,030 - 437,148Depreciation charge for the year - 256 5,473 9,867 15,372 - 30,968Write off - - (1,091) (3,378) (21,085) - (25,554)Disposals - - - (1,810) (7,782) - (9,592)At 30 June 2015/1 July 2015 - 7,869 54,009 249,557 121,535 - 432,970Depreciation charge for the

period - 384 6,795 15,256 29,582 - 52,017Write off - - (206) (8,798) (19,918) - (28,922)Disposals - - - - (8,773) - (8,773)At 31 December 2016 - 8,253 60,598 256,015 122,426 - 447,292

Carrying amountsAt 1 July 2014 4,037 12,578 44,457 100,510 53,447 5,395 220,424At 30 June 2015/1 July 2015 4,037 12,322 41,733 98,074 61,652 1,763 219,581

At 31 December 2016 4,037 11,938 38,539 97,122 66,825 3,226 221,687


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3. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

Company

Long term leasehold

landRM’000

BuildingsRM’000

Plant andmachinery

RM’000

Movable plant

RM’000


TotalRM’000

CostAt 1 July 2014 20,191 87,547 345,388 136,320 4,568 594,014Additions - 11 304 6,808 16,370 23,493Write off - (1,710) (3,915) (17,967) - (23,592)Disposals - - (1,810) (4,513) - (6,323)Transfers - 2,563 7,664 9,122 (19,349) -At 30 June 2015/1 July 2015 20,191 88,411 347,631 129,770 1,589 587,592Additions - 2 509 915 60,568 61,994Write off - (368) (8,835) (28,227) - (37,430)Disposals - - - (2,955) - (2,955)Transfers - 2,600 13,832 42,710 (59,142) -Transfers to subsidiary - (1,748) - (1,355) - (3,103)At 31 December 2016 20,191 88,897 353,137 140,858 3,015 606,098

DepreciationAt 1 July 2014 7,613 46,263 244,878 100,358 - 399,112Depreciation charge for the year 256 3,927 9,867 8,846 - 22,896Write off - (975) (3,378) (16,460) - (20,813)Disposals - - (1,810) (4,510) - (6,320)At 30 June 2015/1 July 2015 7,869 49,215 249,557 88,234 - 394,875Depreciation charge for the period 384 4,312 15,256 18,862 - 38,814Write off - (201) (8,798) (13,168) - (22,167)Disposals - - - (2,870) - (2,870)Transfers to subsidiary - (655) - (135) - (790)At 31 December 2016 8,253 52,671 256,015 90,923 - 407,862

Carrying amountsAt 1 July 2014 12,578 41,284 100,510 35,962 4,568 194,902At 30 June 2015/1 July 2015 12,322 39,196 98,074 41,536 1,589 192,717

At 31 December 2016 11,938 36,226 97,122 49,935 3,015 198,236


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4. INTANGIBLE ASSETS

Group

Computer softwareRM’000


TotalRM’000

CostAt 1 July 2014 66,774 2,570 69,344Additions - 5,499 5,499Write off (15,999) - (15,999)Transfers 5,513 (5,513) -At 30 June 2015/1 July 2015 56,288 2,556 58,844Additions 8 17,492 17,500Transfers 18,158 (18,158) -At 31 December 2016 74,454 1,890 76,344

AmortisationAt 1 July 2014 30,554 - 30,554Amortisation for the year 10,758 - 10,758Write off (15,785) - (15,785)At 30 June 2015/1 July 2015 25,527 - 25,527Amortisation for the period 17,308 - 17,308At 31 December 2016 42,835 - 42,835

Carrying amountsAt 1 July 2014 36,220 2,570 38,790At 30 June 2015/1 July 2015 30,761 2,556 33,317

At 31 December 2016 31,619 1,890 33,509


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4. INTANGIBLE ASSETS (CONTINUED)

Company

Computer softwareRM’000


TotalRM’000

CostAt 1 July 2014 66,757 2,570 69,327Additions - 5,499 5,499Write off (15,999) - (15,999)Transfers 5,513 (5,513) -At 30 June 2015/1 July 2015 56,271 2,556 58,827Additions 8 17,492 17,500Transfers 18,158 (18,158) - At 31 December 2016 74,437 1,890 76,327

AmortisationAt 1 July 2014 30,546 - 30,546Amortisation for the year 10,756 - 10,756Write off (15,785) - (15,785)At 30 June 2015/1 July 2015 25,517 - 25,517Amortisation for the period 17,305 - 17,305At 31 December 2016 42,822 - 42,822

Carrying amountsAt 1 July 2014 36,211 2,570 38,781At 30 June 2015/1 July 2015 30,754 2,556 33,310

At 31 December 2016 31,615 1,890 33,505


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5. INVESTMENTS IN SUBSIDIARIES

Company31.12.2016

RM’00030.6.2015

RM’000

Unquoted shares- at cost 14,344 14,344

Details of the subsidiaries are as follows:

Name of entity

Principalplace of business/

Country of incorporation Principal activities

Effective ownershipinterest and

voting interest31.12.2016

%30.6.2015

%

Heineken Marketing Malaysia Sdn. Bhd. (formerly known as Guinness Anchor Marketing Sdn. Bhd.)

Malaysia Marketing and distribution ofbeverages primarily alcoholic

in Malaysia

100 100

Ramaha Corporation (M) Sdn. Bhd. Malaysia Property holding and land development

100 100

Heineken East Malaysia Sdn. Bhd. (formerly known as Guinness Sabah Sdn. Bhd.)

Malaysia Dormant 100 100

Malayan Breweries (Malaya) Sdn. Bhd.* Malaysia Dormant - 100

* On 19 May 2016, Malayan Breweries (Malaya) Sdn. Bhd. (“MBM”) received a notice dated 6 May 2016 pursuant to Section 308 (4) of the Companies Act, 1965 from the Companies Commission of Malaysian (“CCM”) that its name had been struck-off from the register of companies of CCM. The deregistration of MBM did not result in any material impact on the net assets and earnings per share of the Group.


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6. DEFERRED TAX ASSETS/(LIABILITIES)

Recognised deferred tax assets/(liabilities)

Deferred tax assets and liabilities are attributable to the following:

Assets Liabilities Net31.12.2016

RM’00030.6.2015

RM’00031.12.2016

RM’00030.6.2015

RM’00031.12.2016

RM’00030.6.2015

RM’000

GroupProperty, plant and

equipment 1,629 1,045 (38,476) (37,438) (36,847) (36,393)Other items 8,756 151 (19) (12,256) 8,737 (12,105)Tax assets/(liabilities) 10,385 1,196 (38,495) (49,694) (28,110) (48,498)Set off of tax (14) (1,196) 14 1,196 - -Net tax assets/(liabilities) 10,371 - (38,481) (48,498) (28,110) (48,498)

CompanyProperty, plant and

equipment - - (38,476) (37,438) (38,476) (37,438)Other items 8 60 (13) (4) (5) 56Tax assets/(liabilities) 8 60 (38,489) (37,442) (38,481) (37,382)

Movement in temporary differences during the period

At1.7.2014RM’000

Recognisedin profit

or loss(Note 14)

RM’000

At30.6.2015/

1.7.2015RM’000

Recognisedin profit

or loss(Note 14)

RM’000

At31.12.2016

RM’000

GroupProperty, plant and equipment (37,440) 1,047 (36,393) (454) (36,847)Other items (5,415) (6,690) (12,105) 20,842 8,737

(42,855) (5,643) (48,498) 20,388 (28,110)

CompanyProperty, plant and equipment (39,704) 2,266 (37,438) (1,038) (38,476)Other items 361 (305) 56 (61) (5)

(39,343) 1,961 (37,382) (1,099) (38,481)


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7. RECEIVABLES, DEPOSITS AND PREPAYMENTS

NoteGroup Company

31.12.2016RM’000

30.6.2015RM’000

31.12.2016RM’000

30.6.2015RM’000

Non-currentOther receivables 7.2 1,484 787 1,050 512Prepayments 7.3 20,125 26,218 - -

21,609 27,005 1,050 512

CurrentTradeAmount due from related parties 7.1 - 2,493 - 2,493Amount due from a subsidiary 7.1 - - 117,608 -Trade receivables 393,568 259,701 1,453 -Less: Impairment losses (1,565) (2,783) - -

392,003 259,411 119,061 2,493

Non-tradeAmount due from intermediate

holding corporation 7.1 13,900 - - -Amount due from related parties 7.1 6,896 3,540 154 209Amount due from subsidiaries 7.1 - - 4,043 35,552Deposits 3,782 2,973 2,021 1,244Other receivables 7.2 6,540 4,995 5,001 2,380Prepayments 7.3 24,856 25,350 1,327 2,121

55,974 36,858 12,546 41,506447,977 296,269 131,607 43,999

7.1 Amounts due from related parties, intermediate holding corporation and subsidiaries

The trade amounts due from related parties and a subsidiary are subject to normal trade terms.

The non-trade amounts due from intermediate holding corporation, related parties and subsidiaries are unsecured, interest free and repayable on demand.

7.2 Other receivables

Included in other receivables are staff loans of the Group and of the Company amounting to RM2,347,000 (30.6.2015: RM1,445,000) and RM1,611,000 (30.6.2015: RM923,000) respectively of which RM1,484,000 (30.6.2015: RM787,000) and RM1,050,000 (30.6.2015: RM512,000) are repayable after the next 12 months for the Group and the Company respectively.

7.3 Prepayments

Included in prepayments of the Group are prepaid contractual promotion expenses for promotional activities of RM43,531,000 (30.6.2015: RM49,015,000) of which RM20,125,000 (30.6.2015: RM26,218,000) are to be amortised over a period of more than 12 months. The prepaid contractual promotion expenses are made to the Group’s distribution channels to carry out promotional activities specified in the contract. The amount is amortised to profit or loss based on the volume purchased by outlets from the distributors or the time period as stipulated in the contract.


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8. INVENTORIES

Group Company31.12.2016

RM’00030.6.2015

RM’00031.12.2016

RM’00030.6.2015

RM’000

Raw materials 13,574 9,296 13,574 9,296Work-in-progress 2,664 2,570 2,664 2,570Finished goods 36,401 27,371 5,212 1,612Packaging materials 3,733 4,553 3,733 4,553Engineering stores and spares 5,520 5,259 5,027 4,724

61,892 49,049 30,210 22,755Recognised in profit or loss:Inventories recognised as cost of sales 1,694,833 1,065,083 1,696,680 1,041,611

9. SHARE CAPITAL

Group and Company

Amount31.12.2016

RM’000

Numberof shares

31.12.2016’000

Amount30.6.2015

RM’000

Numberof shares

30.6.2015’000

Authorised:Shares of RM0.50 each 200,000 400,000 200,000 400,000

Issued and fully paid:Ordinary stock units of RM0.50 each 151,049 302,098 151,049 302,098

The holders of ordinary stock units are entitled to receive dividends as declared from time to time, and are entitled to one vote per ordinary stock unit at meetings of the Company.

10. BORROWINGS

NoteGroup and Company

31.12.2016RM’000

30.6.2015RM’000

Non-currentMedium Term Notes (unsecured) 10.1 - 50,000

CurrentRevolving credit and trade financing (unsecured) 10.2 74,000 -Commercial Papers (unsecured) 10.1 - 25,000

10.1 On 25 November 2011, the Company obtained the approval of the Securities Commission for the issuance of Commercial Papers (“CPs”)/Medium Term Notes (“MTNs”) Programme of up to RM500 million (“CP/MTN Programme”). The CP/MTN Programme is for a tenure of 7 years. CPs and MTNs which bore interest of 4.35% and 3.78% respectively were fully repaid during the period.


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10. BORROWINGS (CONTINUED)

10.2 Revolving credit and trade financing as at 31 December 2016 consist of the following:

Tenure (weeks)Interest rate (per annum) Maturity date

Nominal value RM’000

Revolving credit (unsecured) 2 - 3 3.54% 6 January 2017 30,000Revolving credit (unsecured) 2 - 3 3.64% 10 January 2017 24,000Trade financing (unsecured) 2 -3 3.52% 20 January 2017 20,000

The principals and interests are repayable in full upon maturity.

11. TRADE AND OTHER PAYABLES

NoteGroup Company

31.12.2016RM’000

30.6.2015RM’000

31.12.2016RM’000

30.6.2015RM’000

TradeAmount due to related parties 11.1 2,955 1,248 2,955 1,248Trade payables 52,390 37,724 28,011 16,709

55,345 38,972 30,966 17,957

Non-tradeAmount due to intermediate

holding corporation 11.1 7,286 - 18 -Amount due to related parties 11.1 6,094 9,672 2,823 -Amount due to a subsidiary 11.1 - - 100 100Other payables 3,866 1,923 2,015 1,445Accrued expenses 11.2 219,688 142,440 18,759 22,726

236,934 154,035 23,715 24,271292,279 193,007 54,681 42,228

11.1 Amount due to related parties, intermediate holding corporation and a subsidiary

The trade amount due to related parties is subject to normal trade terms.

The non-trade amounts due to intermediate holding corporation, related parties and a subsidiary are unsecured, interest free and repayable on demand.

11.2 Accrued expenses

Included in accrued expenses of the Group are accruals for promotion expenses of RM162,130,000 (30.6.2015: RM 89,751,000).


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12. FINANCE INCOME

Group Company1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Interest income received from deposits placed with licensed banks 2,943 2,622 2,917 2,588

Interest income received from staff loans 13 9 8 4Recognised in profit or loss 2,956 2,631 2,925 2,592

13. FINANCE COSTS


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Interest expense of financial liabilities that are not at fair value through profit or loss:- Commercial Papers 631 1,299 631 1,299- Medium Term Notes 2,827 3,872 2,827 3,872- Revolving credit and trade financing 1,326 255 1,326 255- Export billing - 167 - 167

Recognised in profit or loss 4,784 5,593 4,784 5,593


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14. TAX EXPENSE

Recognised in profit or loss


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Current tax expenseMalaysian

- current period/year 132,532 72,496 21,720 20,711- under/(over) provision in prior year 9,819 67 (2,283) (452)

Total current tax recognised in profit or loss 142,351 72,563 19,437 20,259

Deferred tax expenseOrigination and reversal of temporary differences (6,955) 2,787 1,133 (2,498)(Over)/Under provision in prior year (13,433) 2,856 (34) 537Total deferred tax recognised in profit or loss (Note 6) (20,388) 5,643 1,099 (1,961)Total income tax expense 121,963 78,206 20,536 18,298

Reconciliation of tax expenseProfit for the period/year 427,260 214,193 455,330 187,825Total income tax expense 121,963 78,206 20,536 18,298Profit excluding tax 549,223 292,399 475,866 206,123Income tax calculated using Malaysian tax rate

of 24% (30.6.2015: 25%) 131,814 73,100 114,208 51,531Non-deductible expenses 2,005 2,183 946 868Recognition of previously unrecognised deferred

tax assets (8,242) - - -Tax exempt dividend - - (92,301) (34,186)(Over)/Under provision in prior year (3,614) 2,923 (2,317) 85

121,963 78,206 20,536 18,298


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15. PROFIT FOR THE PERIOD/YEAR


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Profit for the period/year is arrived at after charging:Amortisation of prepaid contractual promotion

expenses 92,203 46,489 - -Amortisation of intangible assets 17,308 10,758 17,305 10,756Auditors’ remuneration- Statutory audit

KPMG 198 160 119 96- Other services

KPMG 122 87 102 33 Affiliates of KPMG 150 61 - 32

Depreciation of property, plant and equipment 52,017 30,968 38,814 22,896Hire of equipment 2,971 1,623 1,607 660Impairment loss on trade receivables - 824 - -Intangible assets written off - 214 - 214Personnel expenses (including key management

personnel):- Contributions to state plans 17,846 11,232 5,421 3,298- Wages, salaries and others 130,393 90,079 39,423 27,027

Property, plant and equipment written off 15,304 2,791 15,263 2,779Rental expense on buildings 3,782 3,027 114 503

and after crediting:Dividend income from unquoted subsidiary - - 384,588 136,742Gain on disposal of property, plant and equipment 2,032 1,111 420 206Net realised gain on foreign exchange 113 1,262 427 703Net unrealised gain on foreign exchange 70 40 40 44Reversal of impairment loss on trade receivables 272 - - -

16. EARNINGS PER ORDINARY STOCK UNIT

Basic earnings per ordinary stock unit

The calculation of basic earnings per ordinary stock unit at 31 December 2016 was based on the profit attributable to the holders of ordinary stock units of RM427,260,000 (30.6.2015: RM214,193,000) and a weighted average number of ordinary stock unit outstanding of 302,098,000 (30.6.2015: 302,098,000).

Weighted average number of ordinary stock unit

Group31.12.2016

’00030.6.2015

’000

Issued ordinary stock unit 302,098 302,098Basic earnings per ordinary stock unit (sen) 141.4 70.9

Diluted earnings per ordinary stock unit

There were no diluted earnings per ordinary stock unit for the Group as at 31 December 2016 and 30 June 2015.


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17. DIVIDENDS

Dividends recognised by the Company are:

Sen per stock unit

TotalamountRM’000

Date of payment

31.12.2016Second interim 2016 ordinary 35.00 105,734 7 October 2016Special 2016 30.00 90,629 15 April 2016Interim 2016 ordinary 20.00 60,420 15 April 2016Final 2015 ordinary 51.00 154,070 31 December 2015Total amount 410,853

30.6.2015Interim 2015 ordinary 20.00 60,420 22 April 2015Final 2014 ordinary 44.50 134,434 31 December 2014Total amount 194,854

The Directors now recommend the declaration of a final ordinary dividend of 60 sen per 50 sen stock unit under the single tier tax system totalling RM181,258,800 in respect of the financial period ended 31 December 2016 which if approved by the owners of the Company will be payable on 16 May 2017.

18. OPERATING SEGMENT

The Group’s business is focused in malt liquor brewing including production, packaging, marketing and distribution of its products, principally in Malaysia. Approximately 1% (30.6.2015: 1%) of the total sales is exported, mainly to Asian countries. As such, only one reportable segment analysis is prepared. The Managing Director of the Company (the chief operating decision maker) reviews internal management reports at least on a monthly basis.

Performance is measured based on segment profit before tax, as included in the internal management reports that are reviewed by the Managing Director of the Company. Segment profit is used to measure performance as management believes that such information is the most relevant in evaluating the results of the segment relative to other entities that operate within this industry.

Segment assets and liabilities

Segment assets and liabilities information is neither included in the internal management reports nor provided regularly to the Managing Director of the Company. Hence, no disclosure is made on segment assets and liabilities.

Segment capital expenditure

Segment capital expenditure is the total costs incurred during the financial period to acquire property, plant and equipment, and intangible assets.


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18. OPERATING SEGMENT (CONTINUED)

Group1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Total additions to property, plant and equipment and intangible assets 87,195 38,429

Segment profit 549,223 292,399Included in the measure of segment profit are:Revenue from external customers 2,810,308 1,748,885Depreciation and amortisation (69,325) (41,726)

Not included in the measure of segment profit but provided to the Managing Director of the Company

Net finance costs (1,828) (2,962)

Reconciliation of reportable segment revenue, profit and other material items

Group1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Net finance costsFinance income 2,956 2,631Finance costs (4,784) (5,593)Consolidated net finance costs (1,828) (2,962)

No reconciliation is performed for reportable segment profit, revenue, depreciation and amortisation to consolidated figures as there are no differences.


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19. FINANCIAL INSTRUMENTS

19.1 Categories of financial instruments

The table below provides an analysis of financial instruments categorised as follows:

(a) Loans and receivables (“L&R”);(b) Financial liabilities measured at amortised cost (“FL”).

CarryingamountRM’000

L&R/(FL)

RM’000

31.12.2016Financial assetsGroupReceivables and deposits 424,605 424,605Cash and bank balances 4,045 4,045

428,650 428,650

CompanyReceivables and deposits 131,330 131,330Cash and bank balances 3,995 3,995

135,325 135,325

Financial liabilitiesGroupTrade and other payables (292,279) (292,279)Borrowings (74,000) (74,000)

(366,279) (366,279)

CompanyTrade and other payables (54,681) (54,681)Borrowings (74,000) (74,000)

(128,681) (128,681)

30.6.2015Financial assetsGroupReceivables and deposits 271,706 271,706Cash and bank balances 52,294 52,294

324,000 324,000

CompanyReceivables and deposits 42,390 42,390Cash and bank balances 51,157 51,157

93,547 93,547

Financial liabilitiesGroupTrade and other payables (193,007) (193,007)Borrowings (75,000) (75,000)

(268,007) (268,007)

CompanyTrade and other payables (42,228) (42,228)Borrowings (75,000) (75,000)

(117,228) (117,228)


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19. FINANCIAL INSTRUMENTS (CONTINUED)

19.2 Net gains and losses arising from financial instruments


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Net gains/(losses) on: Loans and receivables 2,914 2,366 2,925 2,592Financial liabilities measured at amortised cost (4,287) (4,850) (4,317) (4,846)

(1,373) (2,484) (1,392) (2,254)

19.3 Financial risk management

The Group has exposure to the following risks from its use of financial instruments:

• Credit risk• Liquidity risk• Market risk

19.3.1 Credit risk

Credit risk is the risk of a financial loss to the Group if a customer or counterparty to a financial instrument fails to meet its contractual obligations. The Group’s exposure to credit risk arises principally from its trade receivables. The Company’s exposure to credit risk arises principally from trade amount due from and advances to subsidiaries.

(a) Receivables

Risk management objectives, policies and processes for managing the risk

Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. Credit evaluations are performed on all customers requiring credit over a certain amount. The Group requires collateral to be pledged by most of its customers to cover a percentage of the credit limit granted to them.

Exposure to credit risk, credit quality and collateral

As at the end of the reporting period, the maximum exposure to credit risk from receivables is represented by the carrying amounts in the statement of financial position.

The Group has taken reasonable steps to ensure that receivables that are neither past due nor impaired are stated at their realisable values. Due to the nature of the industry, a significant portion of these receivables are regular customers that have been transacting with the Group. The Group uses ageing analysis to monitor the credit quality of the receivables. Any receivables having significant balances past due, which are deemed to have higher credit risk, are monitored individually.


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19.3 Financial risk management (continued)

19.3.1 Credit risk (continued)

(a) Receivables (continued)

Exposure to credit risk, credit quality and collateral (continued)

The exposure of credit risk for trade receivables as at the end of the reporting period by geographic region was:

Group31.12.2016

RM’00030.6.2015

RM’000

Malaysia 390,550 256,918Others 1,453 2,493

392,003 259,411

The carrying amounts of collaterals for trade receivables as at the end of the reporting period were:

GroupCarrying amounts

31.12.2016RM’000

30.6.2015RM’000

Type of collateralBank guarantees 55,268 48,298Properties charged* 37,106 29,762Quoted shares pledged* 735 1,344

93,109 79,404

* The carrying amounts of properties charged and quoted shares pledged are based on the market value at the date they were charged or pledged to the Group.

Impairment losses

The Group maintains an ageing analysis in respect of trade receivables only. The ageing of trade receivables as at the end of the reporting period was:

GrossRM’000

Individual impairment

RM’000Net

RM’000

Group31.12.2016Not past due 387,875 - 387,875Past due 1 - 30 days 4,098 - 4,098Past due 31 - 120 days - - - Past due more than 120 days 1,595 (1,565) 30

393,568 (1,565) 392,003


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(a) Receivables (continued)

Impairment losses (continued)

GrossRM’000

Individual impairment

RM’000Net

RM’000

Group30.6.2015Not past due 251,933 - 251,933Past due 1 - 30 days 3,876 - 3,876Past due 31 - 120 days 75 - 75Past due more than 120 days 6,310 (2,783) 3,527

262,194 (2,783) 259,411

The movements in the allowance for impairment losses of trade receivables during the financial period were:

Group31.12.2016

RM’00030.6.2015

RM’000

At 1 July 2,783 6,384Impairment loss recognised - 824Impairment loss reversed (272) -Impairment loss written off (946) (4,425)At 31 December/30 June 1,565 2,783

The allowance account in respect of trade receivables is used to record impairment losses. Unless the Group is satisfied that recovery of the amount is possible, the amount considered irrecoverable is written off against the receivable directly.

(b) Inter-company balances


The Group and the Company undertake trade and non-trade transactions with the intermediate holding corporation and related parties. The Company also provides unsecured advances to subsidiaries. The Group and the Company monitor their results regulary.


As at the end of the reporting period, the maximum exposure to credit risk is represented by their carrying amounts in the statement of financial position.

Advances are only provided to subsidiaries which are wholly owned by the Company.

Impairment losses

As at the end of the reporting period, there was no indication that the inter-company balances are not recoverable.


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(c) Cash and bank balances


The Group and the Company are also exposed to counterparty credit risk from financial institutions through fund placement activities. These exposures are managed in accordance with the existing guidelines and procedures that define the parameters within which the investment activities shall be undertaken in order to achieve the Group’s investment objective of preserving capital and generating additional returns above appropriate benchmarks within allowable risk parameters. Fund placements are only made with reputable licensed financial institutions with high creditworthiness.


As at the end of the reporting period, the maximum exposure to credit risk is represented by their carrying amounts in the statement of financial position.

In view of the sound credit rating of counterparties, management does not expect any counterparties to fail to meet their obligations.

19.3.2 Liquidity risk

Liquidity risk is the risk that the Group will not be able to meet its financial obligations as they fall due. The Group’s exposure to liquidity risk arises principally from its trade and other payables and borrowings.

The Group maintains a level of cash and cash equivalents and bank facilities deemed adequate by the management to ensure, as far as possible, that it will have sufficient liquidity to meet its liabilities when they fall due. It is not expected that the cash flows included in the maturity analysis could occur significantly earlier, or at significantly different amounts.

Maturity analysis

The table below summarises the maturity profile of the Group’s and the Company’s financial liabilities as at the end of the reporting period based on undiscounted contractual payments:

Carrying amountRM’000

Contractual interest rate/

couponContractual

cash flowsRM’000

Under1 year

RM’000

1 – 2years

RM’000

Group31.12.2016Non-derivative financial

liabilitiesBorrowings

- Revolving Credit & Trade Financing 74,000 3.52% - 3.64% 74,000 74,000 -

Trade and other payables 292,279 - 292,279 292,279 -366,279 366,279 366,279 -


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19.3.2 Liquidity risk (continued)

Maturity analysis (continued)


Contractual interest rate/

couponContractual

cash flowsRM’000

Under1 year

RM’000

1 – 2years

RM’000

Group30.6.2015Non-derivative financial


- Medium Term Notes (unsecured) 50,000 3.78% 52,832 1,890 50,942

- Commercial Papers (unsecured) 25,000 4.35% 25,000 25,000 -

Trade and other payables 193,007 - 193,007 193,007 -268,007 270,839 219,897 50,942

Company31.12.2016Non-derivative financial


- Revolving Credit & Trade Financing 74,000 3.52% - 3.64% 74,000 74,000 -

Trade and other payables 54,681 - 54,681 54,681 -128,681 128,681 128,681 -

Company30.6.2015Non-derivative financial


- Medium Term Notes (unsecured) 50,000 3.78% 52,832 1,890 50,942

- Commercial Papers (unsecured) 25,000 4.35% 25,000 25,000 -

Trade and other payables 42,228 - 42,228 42,228 -117,228 120,060 69,118 50,942


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19.3.3 Market risk

Market risk is the risk that changes in market prices, such as foreign exchange rates and interest rates that will affect the Group’s financial position or cash flows.

(a) Currency risk

The Group is exposed to foreign currency risk through normal trading activities on sales and purchases that are denominated in currency other than the respective functional currencies of Group entities. The currencies giving rise to this risk are primarily U.S. Dollar (“USD”), Singapore Dollar (“SGD”), Euro Dollar (“EURO”), Great Britain Pound (“GBP”) and Thai Baht (“THB”).


The Group uses forward exchange contracts to hedge its foreign currency risk. There is no outstanding forward exchange contract as at the end of the reporting period.

Exposure to foreign currency risk

The Group’s exposure to foreign currency (a currency which is other than the respective functional currencies of the Group entities) risk, based on carrying amounts as at the end of the reporting period was:

GroupDenominated in

USDRM’000

SGDRM’000

EURORM’000

GBPRM’000

THBRM’000

31.12.2016Trade receivables 1,452 - - - -Trade payables (2,013) (4,935) (9,526) (575) (247)Net exposure (561) (4,935) (9,526) (575) (247)

30.6.2015Trade receivables 2,492 - - - -Trade payables (3,126) (3,995) (2,364) - (81)Net exposure (634) (3,995) (2,364) - (81)

As foreign currency risk arising from Group’s operations is not material, sensitivity analysis is hence not presented.


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19.3.3 Market risk (continued)

(b) Interest rate risk

The Group’s fixed rate borrowings are exposed to a risk of change in their fair values due to changes in interest rates. Short term receivables and payables are not significantly exposed to interest rate risk.


The Group does not have a formal policy in place for managing the risk arising from interest rate. The fluctuation of interest rate is however monitored closely by the Group.

Exposure to interest rate risk

The interest rate profile of the Group’s and the Company’s significant interest-bearing financial instruments, based on carrying amounts as at the end of the reporting period was:

Group and Company31.12.2016

RM’00030.6.2015

RM’000

Fixed rate instrumentsFinancial liabilities (74,000) (75,000)

Interest rate risk sensitivity analysis

Fair value sensitivity analysis for fixed rate instruments

The Group does not account for any fixed rate financial assets and liabilities at fair value through profit or loss, and the Group does not designate derivatives as hedging instruments under a fair value hedge accounting model. Therefore, a change in interest rates at the end of the reporting period would not affect profit or loss.

19.4 Fair value information

The carrying amounts of cash and bank balances, short term receivables and payables and short term borrowings reasonably approximate their fair values due to the relatively short term nature of these financial instruments.

The table below analyses the financial instruments not carried at fair value for which fair value is disclosed, together with their fair values and carrying amounts shown in the statements of financial position.

31.12.2016 30.6.2015


Fairvalue

Level 3RM’000


Fairvalue

Level 3RM’000

Group and CompanyBorrowings - - (75,000) (75,000)


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19.4 Fair value information (continued)

Non-derivative financial liabilities

Fair value, which is determined for disclosure purposes, is calculated based on the present value of future principal and interest cash flows, discounted at the market rate of interest at the end of the reporting period.

Transfers between Level 1 and Level 2 fair values

There has been no transfer between Level 1 and Level 2 fair values during the financial period (30.6.2015: no transfer in either directions).

Level 3 fair value

Level 3 fair value is estimated using unobservable inputs for the financial liabilities. The fair value of long term liabilities are determined using the discounted cash flows valuation technique.

Interest rates used to determine fair value

The interest rate used to discount estimated cash flows, where applicable, is as follows:

31.12.2016 30.6.2015

Borrowings - 3.78% - 4.35%

20. CAPITAL MANAGEMENT

The Group’s objectives when managing capital is to maintain a strong capital base and safeguard the Group’s ability to continue as a going concern, so as to maintain investor, creditor and market confidence and to sustain future development of the business. The Board of Directors monitors the return on capital, which the Group defines as result from operating activities divided by total equity attributable to owners of the Company. The Board of Directors also monitors the level of dividends to owners of the Company.

The Group monitors and maintains a balanced level of total equity to ensure the Group has adequate capital to support its future development and the payment of dividends to owners of the Company. There was no change in the Group’s approach to capital management during the financial period.

Under the requirements of Bursa Malaysia Practice Note No. 17/2005, the Company is required to maintain a consolidated shareholders’ equity equal to or not less than the 25 percent of the issued and paid-up capital and such shareholders’ equity is not less than RM40 million. The Company has complied with this requirement.

21. OPERATING LEASES

Leases as lessee

Non-cancellable operating lease rentals are payable as follows:


RM’00030.6.2015

RM’00031.12.2016

RM’00030.6.2015

RM’000

Less than one year 3,759 2,837 1,949 1,898Between one and five years 7,167 4,117 3,667 3,688

10,926 6,954 5,616 5,586

The Group leases a number of warehouses, residential properties, factory facilities and motor vehicles under operating leases. The leases typically run for a period of 1 to 5 years with an option to renew the leases after that date.


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22. CAPITAL COMMITMENTS

Group and Company31.12.2016

RM’00030.6.2015

RM’000

Capital expenditure commitmentsProperty, plant and equipment

Authorised but not contracted for 548 39,669Authorised and contracted for within one year 11,568 3,629

12,116 43,298

23. CONTINGENT LIABILITY - UNSECURED

On 3 September 2015, the Company received bills of demand dated 28 August 2015 from the Royal Malaysian Customs of Federal Territory of Kuala Lumpur (“RMC”) demanding payment on additional excise duty and sales tax totalling RM56,325,555. The amounts in demand were:

• Excise duty amounting to RM34,166,099 claimed under the Excise Duty Act 1976, for the period of 28 August 2012 to 31 October 2013.

• Sales tax amounting to RM14,772,971 and penalty amounting to RM7,386,485 claimed under the Sales Tax Act 1972, for the period of 1 July 2012 to 31 October 2013.

The Company does not admit liability on the bills of demand made by RMC and has taken appropriate measures to address this matter. Based on the legal opinion sought, there are reasonable grounds to appeal for the revocation of the bills of demand. Hence, the Directors are of the opinion that provision is not required at this stage, as it is not probable that a future sacrifice of economic benefits will be required.

24. RELATED PARTIES

Identity of related parties

For the purposes of these financial statements, parties are considered to be related to the Group if the Group or the Company has the ability, directly or indirectly, to control or jointly control the party or exercise significant influence over the party in making financial and operating decisions, or vice versa, or where the Group or the Company and the party are subject to common control. Related parties may be individuals or other entities.

Related parties also include key management personnel defined as those persons having authority and responsibility for planning, directing and controlling the activities of the Group either directly or indirectly. The key management personnel include all the Directors of the Group, and certain members of senior management of the Group.

The Group has related party relationship with its holding corporations, related corporations, subsidiaries and key management personnel.


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24. RELATED PARTIES (CONTINUED)

Identity of related parties (continued)



Significant related party transactions

Significant related party transactions of the Group and the Company other than those disclosed elsewhere in the financial statements are shown below. The balances related to the below transactions are shown in Notes 7 and 11.


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

A. Intermediate holding corporation Heineken Asia Pacific Pte. Ltd.

Royalties paid and payable (38,542) - - -Marketing and advertising service fees received

and receivable 27,844 - - -

B. SubsidiaryHeineken Marketing Malaysia Sdn. Bhd.

Dividend income - - 384,588 136,742Sale of products - - 1,809,380 1,122,910Management service fee received and receivable - - 47,820 36,299

C. Related corporationsDiageo Plc and its related corporations

(the “Diageo Group”)*Purchase of goods (2,519) (12,808) (2,519) (12,808)Sale of products 5,939 23,144 5,939 23,144Royalties paid and payable (3,174) (12,951) - -

Related corporations of Heineken N.V.Purchase of goods (30,547) (16,009) (29,719) (15,235)Royalties, marketing and technical fees

paid and payable (18,979) (32,791) (3,876) (686)Marketing and advertising service fees received

and receivable 9,868 19,792 - -

* Diageo Plc was an indirect major shareholder of the Company by virtue of its indirect shareholding in GAPL Pte Ltd (“GAPL”). Diageo Plc ceased to be an indirect major shareholder of the Company following the disposal of its entire stake in GAPL to Heineken N.V. on 7 October 2015.


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25. KEY MANAGEMENT PERSONNEL COMPENSATION

The key management personnel compensations are as follows:


RM’000

Year ended30.6.2015

RM’000

1.7.2015 to31.12.2016

RM’000

Year ended30.6.2015

RM’000

Directors- Fees 910 597 904 591- Remuneration 2,514 1,359 2,514 1,359- Meeting attendance allowance 101 97 101 97Other short term benefits (including estimated

monetary value of benefit-in-kind of RM68,640 (30.6.2015: RM46,000)) 864 595 864 595

4,389 2,648 4,383 2,642Other key management personnel:

Short-term employee benefits 11,712 5,688 8,695 3,82316,101 8,336 13,078 6,465

Other key management personnel comprise persons other than the Directors of Group entities, having authority and responsibility for planning, directing and controlling the activities of the Group entities either directly or indirectly.

26. COMPARATIVES

The Company changed its financial year end from 30 June to 31 December during the financial period. As such, the comparatives for statements of profit or loss and other comprehensive income (“SOCI”), changes in equity and cash flows as well as the comparatives in the notes to financial statements relating to the SOCI for the period from 1 July 2014 to 30 June 2015 are not comparable to the current period from 1 July 2015 to 31 December 2016.


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27. SUPPLEMENTARY FINANCIAL INFORMATION ON THE BREAKDOWN OF REALISED AND UNREALISED PROFITS OR LOSSES

The breakdown of the retained earnings of the Group and of the Company as at 31 December 2016 and 30 June 2015, into realised and unrealised profits, pursuant to Paragraphs 2.06 and 2.23 of Bursa Malaysia Main Market Listing Requirements, are as follows:


RM’00030.6.2015

RM’00031.12.2016

RM’00030.6.2015

RM’000

Total retained earnings of the Company and its subsidiaries:- realised profits 265,042 276,326 144,786 99,461- unrealised losses (29,033) (49,054) (38,414) (37,566)

236,009 227,272 106,372 61,895Less: Consolidation adjustments 5,497 (2,173) - -Total retained earnings 241,506 225,099 106,372 61,895

The determination of realised and unrealised profits is based on the Guidance on Special Matter No. 1, Determination of Realised and Unrealised Profits or Losses in the Context of Disclosures Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, issued by the Malaysian Institute of Accountants on 20 December 2010.


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STATEMENT BY DIRECTORSPURSUANT TO SECTION 169(15) OF THE COMPANIES ACT, 1965

STATUTORY DECLARATIONPURSUANT TO SECTION 169(16) OF THE COMPANIES ACT, 1965

In the opinion of the Directors, the financial statements set out on pages 108 to 148 are drawn up in accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia so as to give a true and fair view of the financial position of the Group and of the Company as of 31 December 2016 and of their financial performance and cash flows for the financial period then ended.

In the opinion of the Directors, the information set out in Note 27 on page 149 to the financial statements has been compiled in accordance with the Guidance on Special Matter No.1, Determination of Realised and Unrealised Profits or Losses in the Context of Disclosures Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, issued by the Malaysian Institute of Accountants, and presented based on the format prescribed by Bursa Malaysia Securities Berhad.

Signed on behalf of the Board of Directors in accordance with a resolution of the Directors:

Dato’ Sri Idris JalaDirector

Hans Essaadi Director

Petaling Jaya,Date: 15 February 2017

I, Teo Hong Keng, the officer primarily responsible for the financial management of Heineken Malaysia Berhad, do solemnly and sincerely declare that the financial statements set out on pages 108 to 149 are, to the best of my knowledge and belief, correct and I make this solemn declaration conscientiously believing the declearation to be true, and by virtue of the Statutory Declarations Act, 1960.

Subscribed and solemnly declared by the above named Teo Hong Keng, E5731914A, at Petaling Jaya in the State of Selangor on 15 February 2017.

Teo Hong Keng

Before me:

Ng Say Hung No. B185Commissioner for OathsNo. 69A, Jalan SS21/37Damansara Utama (Up Town)47400 Petaling JayaSelangor D.E


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INDEPENDENT AUDITORS’ REPORTTO THE MEMBERS OF HEINEKEN MALAYSIA BERHAD

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS

OPINION

We have audited the financial statements of Heineken Malaysia Berhad, which comprise the statements of financial position as at 31 December 2016 of the Group and of the Company, and the statements of profit or loss and other comprehensive income, changes in equity and cash flows of the Group and of the Company for the period then ended, and the notes to the financial statements, including a summary of significant accounting policies, as set out on pages 108 to 148.

In our opinion, the accompanying financial statements give a true and fair view of the financial position of the Group and of the Company as at 31 December 2016, and of their financial performance and cash flows for the period then ended in accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia.

BASIS FOR OPINION

We conducted our audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing. Our responsibilities under those standards are further described in the Auditors’ Responsibilities for the Audit of the Financial Statements section of our auditors’ report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

INDEPENDENCE AND OTHER ETHICAL RESPONSIBILITIES

We are independent of the Group and of the Company in accordance with the By-Laws (on Professional Ethics, Conduct and Practice) of the Malaysian Institute of Accountants (“By-Laws”) and the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (“IESBA Code”), and we have fulfilled our other ethical responsibilities in accordance with the By-Laws and the IESBA Code.

KEY AUDIT MATTERS

Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements of the Group and of the Company for the current financial period. These matters were addressed in the context of our audit of the financial statements of the Group and of the Company as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

Revenue Recognition – Accruals for Promotional Discounts and Rebates

Refer to Note 2(m)(i) to the financial statements.

The Key Audit Matter

The accounting for promotional discounts and rebates impact the amounts of revenue recognised during the period as these promotional discounts and rebates were netted against revenue.

We have considered the accruals for promotional discounts and rebates as a key audit matter because it involves Directors’ judgement to estimate the sales volume, there is a diverse range of contractual terms given to the customers and heavy reliance on the Group’s consumers management system that generates the estimated sales volume.

How The Matter was Addressed in Our Audit

Our audit procedures included, amongst others,

• Assessed the design and implementation of the Group’s internal control in relation to the estimation of the amount of promotional discounts and rebates to be accrued;

• Engaged our information technology specialists in assessing the completeness and accuracy of information generated by the Group’s customers management system used in estimating the accruals;

• Agreed promotional discount and rebate rates used in estimating the accruals to underlying agreements with customers and assessed the calculation of the accruals; and

• Compared the actual promotional discounts and rebates incurred against the accrual made in the prior year.


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KEY AUDIT MATTER (CONTINUED)

Contingent Liability

Refer to Note 23 to the financial statements.

The Key Audit Matter

On 3 September 2015, the Company has received bills of demand from the Royal Malaysian Customs of Federal Territory of Kuala Lumpur (“RMC”) demanding payment on additional excise duty and sales tax totalling RM56 million.

The Directors of the Company are disputing the basis of the additional excise duty and sales tax raised and is currently appealing to the Director General of RMC for the bills of demand to be revoked. It is a significant area that our audit focused on because the amount involved is significant and the determination of the amount, if any, to be provided for such disputed liability is inherently subjective.

How The Matter was Addressed in Our Audit

Our audit procedures included, among others:

• Discussed with management on the status of the demand from RMC;

• Obtained written representation and read the legal opinion from the Company’s external solicitiors on the status of demand from RMC and appeal to the Director General of RMC and to corroborate with the Company’s assessment of the demand from RMC;

• Involved our tax specialist in assessing to the appropriateness of the tax position as stated in the legal opinions; and

• Considered the appropriateness of disclosures in the financial statements.

INFORMATION OTHER THAN THE FINANCIAL STATEMENTS AND AUDITORS’ REPORT THEREON

The Directors of the Company are responsible for the other information. The other information comprises the information included in the Directors’ Report and Statement on Risk Management and Internal Control (but does not include the financial statements of the Group and of the Company and our auditors’ report thereon), which we obtained prior to the date of this auditors’ report, and the remaining parts of the annual report, which are expected to be made available to us after that date.

Our opinion on the financial statements of the Group and of the Company does not cover the other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements of the Group and of the Company, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements of the Group and of the Company or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information that we obtained prior to the date of this auditors’ report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

RESPONSIBILITIES OF DIRECTORS FOR THE FINANCIAL STATEMENTS

The Directors of the Company are responsible for the preparation of financial statements of the Group and of the Company that give a true and fair view in accordance with Malaysian Financial Reporting Standards, International Financial Reporting Standards and the requirements of the Companies Act, 1965 in Malaysia. The Directors are also responsible for such internal control as the Directors determine is necessary to enable the preparation of financial statements of the Group and of the Company that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements of the Group and of the Company, the Directors are responsible for assessing the ability of the Group and of the Company to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Directors either intend to liquidate the Group or the Company or to cease operations, or have no realistic alternative but to do so.


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AUDITORS’ RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements of the Group and of the Company as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with approved standards on auditing in Malaysia and International Standards on Auditing will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with approved standards on auditing in Malaysia and International Standards on Auditing, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements of the Group and of the Company, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal control of the Group and of the Company.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Directors.

• Conclude on the appropriateness of Directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the ability of the Group or of the Company to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements of the Group and of the Company or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group or the Company to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements of the Group and of the Company, including the disclosures, and whether the financial statements of the Group and of the Company represent the underlying transactions and events in a manner that gives a true and fair view.

• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the financial statements of the Group. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

We communicate with the Directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide the Directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with the Directors, we determine those matters that were of most significance in the audit of the financial statements of the Group and of the Company for the current financial period and are therefore the key audit matters. We describe these matters in our auditors’ report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our auditors’ report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.



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REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS

In accordance with the requirements of the Companies Act, 1965 in Malaysia, we also report the following:

a) In our opinion, the accounting and other records and the registers required by the Act to be kept by the Company and its subsidiaries have been properly kept in accordance with the provisions of the Act.

b) We are satisfied that the accounts of the subsidiaries that have been consolidated with the Company’s financial statements are in form and content appropriate and proper for the purposes of the preparation of the financial statements of the Group and we have received satisfactory information and explanations required by us for those purposes.

c) The audit reports on the accounts of the subsidiaries did not contain any qualification or any adverse comment made under Section 174(3) of the Act.

OTHER REPORTING RESPONSIBILITIES

The supplementary information set out in Note 27 is disclosed to meet the requirement of Bursa Malaysia Securities Berhad and is not part of the financial statements. The Directors are responsible for the preparation of the supplementary information in accordance with Guidance on Special Matter No. 1, Determination of Realised and Unrealised Profits or Losses in the Context of Disclosure Pursuant to Bursa Malaysia Securities Berhad Listing Requirements, as issued by the Malaysian Institute of Accountants (“MIA Guidance”) and the directive of Bursa Malaysia Securities Berhad. In our opinion, the supplementary information is prepared, in all material respects, in accordance with the MIA Guidance and the directive of Bursa Malaysia Securities Berhad.

OTHER MATTERS

This report is made solely to the members of the Company, as a body, in accordance with Section 174 of the Companies Act, 1965 in Malaysia and for no other purpose. We do not assume responsibility to any other person for the content of this report.

KPMG PLT(LLP0010081-LCA & AF 0758)Chartered Accountants

Date: 15 February 2017Petaling Jaya, Malaysia

Chan Chee KeongApproval Number: 3175/04/17(J)Chartered Accountant


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155O T H E R S

PROPERTIES OWNED BY THE GROUP

Address/LocationLand area

(acres) Existing use Tenure

Approximate age

(years)

Net Book Value at 31 December 2016

RM’000

Date of Acquisition/Revaluation*

Lot 1135, Batu 9 Jalan Klang Lama 46000 Petaling Jaya Selangor

20.84 Office building and Factory

Leasehold expiring23 September 2063

50 44,045 30 September 1984*

120, Air Keroh Industrial Estate, 75450 Melaka

1.07 Office building and store

Leasehold expiring 13 January 2080

34 308 30 September 1984*

Lot 123 Semambu Industrial Site 25350 Kuantan, Pahang

0.52 Office building and store

Leasehold expiring 5 March 2046

34 255 30 September 1984*

Lot 1136, Batu 9 Jalan Klang Lama 46000 Petaling Jaya Selangor

2.88 Storage Freehold Not applicable 4,037 31 December 1991

TOTAL 48,645

* The revaluation of properties was carried out primarily for the purpose of bonus issue in 1984.

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O T H E R S

OTHERINFORMATION

AUDIT AND NON-AUDIT FEES

The fees paid / payable to the external auditors, Messrs KPMG PLT and its affiliated companies in relation to the audit and non-audit services rendered to Heineken Malaysia Berhad and its subsidiaries for the 18 months financial period ended 31 December 2016 are as follows:

CompanyRM’000

GroupRM’000

Statutory audit services provided by Messrs KPMG PLT 119 198Non-audit services provided by Messrs KPMG PLT• Review of the supplementary financial information on the breakdown of realized and unrealized

retained earnings12 12

• Review of the Statement on Risk Management and Internal Control 20 20• Review of identified accounts and balances in the Group financial statements as of 30 September 2015 70 70• Review of royalty fees paid to Diageo Group in respect of the period from 1 July 2015 to 30 June 2016 - 20Advisory services provided by affiliates of Messrs KPMG PLT - 150TOTAL 221 470

UTILISATION OF PROCEEDS

There was no corporate proposal undertaken by Heineken Malaysia Berhad to raise proceeds during the 18 months financial period ended 31 December 2016.

MATERIAL CONTRACTS

There were no material contracts (not being contracts entered into in the ordinary course of business) entered into by Heineken Malaysia Berhad and/or its subsidiaries involving the interest of Directors and major Shareholders, either still subsisting at the end of the financial period ended 31 December 2016 or entered into since the end of the previous financial year.

CONFLICT OF INTEREST / CONVICTION OF OFFENCES / SANTIONS / PENALTIES

None of the Directors has:• any family relationship with any Director and/or major shareholder of Heineken Malaysia Berhad• any conflict of interest in any business arrangement involving Heineken Malaysia Berhad• any convictions for any offences, other than traffic offences, within the past 5 years • any public sanction or penalty imposed by the relevant regulatory bodies during the 18 months financial period ended

31 December 2016

HEINEKENMALAYSIA

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157O T H E R S

Authorised Share Capital : 400,000,000 sharesIssued and Paid-up Capital : 302,098,000 sharesClass of Shares : Ordinary stock units Voting Rights : One vote per ordinary stock unit

Size of HoldingsNo. of

stockholders %No. of

stock units %

1 – 99 895 7.25 6,732 0.00100 – 1,000 5,265 42.67 3,692,064 1.221,001 – 10,000 4,898 39.70 18,759,836 6.2110,001 – 100,000 1,135 9.20 32,806,875 10.86100,001 – 15,104,899 145 1.17 92,762,593 30.7115,104,900 and above 1 0.01 154,069,900 51.00TOTAL 12,339 100.00 302,098,000 100.00

Substantial Stockholders as per Register of Substantial Stockholders

Name of StockholderDirect

No. of stock units %Indirect

No. of stock units %

GAPL Pte Ltd 154,069,900 51.00 - -

Directors’ Interest

According to the Register of Directors’ Shareholdings, save for the following Director, none of the other Directors (including the spouses or children of the Directors who themselves are not Directors of the Company) holding office as of 28 February 2017 had any interest in the ordinary stock units of the Company or its related corporations:

Name of DirectorDirect

No. of stock units %Indirect

No. of stock units %

Datin Ngiam Pick Ngoh, Linda 6,700 Negligible - -

ANALYSIS OF STOCKHOLDINGSAS AT 28 FEBRUARY 2017


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30 Largest Stockholders No. of stock units %

1. GAPL Pte Ltd 154,069,900 51.00

2. Malaysia Nominees (Tempatan) Sendirian Berhad Great Eastern Life Assurance (Malaysia) Berhad (Par 1)

10,217,480 3.38

3. Hong Leong Assurance Berhad As Beneficial Owner (Life Par)

3,518,900 1.16

4. HSBC Nominees (Asing) Sdn Bhd BNP Paribas Secs Svs Jersey for Aberdeen Asian Income Fund Limited

3,477,600 1.15

5. UOB Kay Hian Nominees (Asing) Sdn Bhd Exempt An for UOB Kay Hian Pte Ltd ( A/C Clients)

3,386,427 1.12

6. CIMB Group Nominees (Asing) Sdn Bhd Exempt An for DBS Bank Ltd (SFS)

3,366,807 1.11

7. HSBC Nominees (Asing) Sdn Bhd BNP Paribas Secs Svs Lux for Aberdeen Global

2,815,500 0.93

8. HSBC Nominees (Asing) Sdn Bhd Exempt An for JPMorgan Chase Bank, National Association (Taiwan)

2,326,884 0.77

9. HSBC Nominees (Asing) Sdn Bhd BNP Paribas Secs Svs Paris for Aberdeen Asian Smaller Companies Investment Trust PLC

2,250,000 0.75

10. DB (Malaysia) Nominee (Asing) Sdn Bhd SSBT Fund AM4N for Aberdeen Institutional Commingled Funds LLC

2,179,000 0.72

11. Tokio Marine Life Insurance Malaysia Bhd As Beneficial Owner (PF)

2,175,400 0.72

12. Tai Tak Estates Sdn Bhd 2,156,000 0.71

13. Chinchoo Investment Sdn Berhad 1,865,000 0.62

14. CIMSEC Nominees (Asing) Sdn Bhd Exempt An for CIMB Securities (Singapore) Pte Ltd (Retail Clients)

1,838,044 0.61

15. HSBC Nominees (Asing) Sdn Bhd Exempt An for J.P. Morgan Bank Luxembourg S.A. (2)

1,760,000 0.58

16. Cartaban Nominees (Asing) Sdn Bhd RBC Investor Services Bank S.A. for Vontobel Fund - Far East Equity

1,562,409 0.52

17. Ho Han Seng 1,530,000 0.51

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30 Largest Stockholders No. of stock units %

18. Cartaban Nominees (Asing) Sdn Bhd SSBT Fund MMGN for Mawer Global Small Cap Fund

1,451,800 0.48

19. Citigroup Nominees (Asing) Sdn Bhd Exempt An for Citibank New York (Norges Bank 9)

1,368,500 0.45

20. Kam Loong Mining Sdn Bhd 1,320,000 0.44

21. Gan Teng Siew Realty Sdn Berhad 1,277,000 0.42

22. Key Development Sdn Berhad 1,250,000 0.41

23. HLB Nominees (Asing) Sdn Bhd Tan Eng Chin Holdings (Pte) Limited (Cust.SIN 40555)

1,150,000 0.38

24. Citigroup Nominees (Tempatan) Sdn Bhd Exempt An for AIA Bhd

1,112,300 0.37

25. CIMSEC Nominees (Tempatan) Sdn Bhd Exempt An for CIMB Securities (Singapore) Pte Ltd (Retail Clients)

1,075,600 0.36

26. Citigroup Nominees (Asing) Sdn Bhd Exempt An for OCBC Securities Private Limited (Client A/C-NR)

1,075,289 0.36

27. Chan Emily 1,052,000 0.35

28. UOBM Nominees (Asing) Sdn Bhd Banque De Luxembourg for BL Emerging Markets

1,021,100 0.34

29. Citigroup Nominees (Asing) Sdn Bhd Exempt An for Citibank New York (Norges Bank 12)

1,001,100 0.33

30. Malaysia Nominees (Tempatan) Sendirian Berhad Great Eastern Life Assurance Berhad (Par 3)

961,000 0.32

TOTAL 215,611,040 71.37



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NOTICE OF52ND ANNUAL GENERAL MEETING

NOTICE IS HEREBY GIVEN that the 52nd Annual General Meeting of Heineken Malaysia Berhad (formerly known as Guinness Anchor Berhad) (“the Company”) will be held at Grand Ballroom, Connexion @ Nexus, No. 7, Jalan Kerinchi, Bangsar South City, 59200 Kuala Lumpur, Malaysia on Thursday, 13 April 2017 at 9.30 a.m. for the following purposes:

AGENDA

Ordinary Business

1. To receive the Audited Financial Statements for the 18 months financial period ended 31 December 2016 together with the Directors’ and Auditors’ Reports thereon.

2. To approve the payment of a final single tier dividend of 60 sen per stock unit in respect of the 18 months

financial period ended 31 December 2016.

3. To re-elect Mr Martin Giles Manen who retires by rotation pursuant to Article 89 of the Company’s Constitution as a Director of the Company.

4. To re-elect Mr Choo Tay Sian, Kenneth who retires by rotation pursuant to Article 89 of the Company’s Constitution as a Director of the Company.

5. To approve the payment of Directors’ fees and benefits of RM1,022,957 to the Non-Executive Directors of the Company who served during the 18 months financial period ended 31 December 2016.

6. To appoint Messrs Deloitte PLT as Auditors of the Company in place of the retiring auditors, Messrs KPMG PLT and to authorise the Directors to fix their remuneration.

7. To consider any other business of which due notice has been given.

Ordinary Resolution 1






NOTICE OF DIVIDEND ENTITLEMENT AND PAYMENT

Subject to the approval of Stockholders, a final single tier dividend of 60 sen per stock unit in respect of the 18 months financial period ended 31 December 2016 will be paid on 16 May 2017 to Stockholders registered at the close of business on 25 April 2017.

A Depositor shall qualify for entitlement to the dividend only in respect of:

(a) Shares deposited into the Depositor’s securities account before 12.30 pm on 21 April 2017 in respect of shares which are exempted from mandatory deposit;

(b) Shares transferred into the Depositor’s securities account before 4.00 pm on 25 April 2017 in respect of ordinary transfers; and

(c) Shares bought on a cum entitlement basis according to the Rules of Bursa Malaysia Securities Berhad.

By Order of the Board

Ng Sow Hoong Company SecretaryMAICSA 7027552

Petaling Jaya 22 March 2017

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NOTICE OF 52ND ANNUAL GENERAL MEETING

NOTES:

1. Annual General Meeting

On 25 November 2015, the Company announced the change of financial year end from 30 June to 31 December. The Companies Act requires that an annual general meeting (“AGM”) must be held once in every calendar year. The Companies Commission of Malaysia had granted its approval for an extension of time until 13 April 2017 for the Company to hold its AGM in respect of the calendar year 2016. The Company did not hold any AGM in the calendar year 2016. Hence, the forthcoming 52nd AGM will be held to table the 18 months Audited Financial Statements made up from 1 July 2015 to 31 December 2016 as well as to consider other ordinary businesses, and this AGM shall be deemed to be held for the calendar year 2016.

Pursuant to Article 56 of the Company’s Constitution and Section 34 of the Securities Industry (Central Depositories) Act 1991, the Company shall be requesting Bursa Malaysia Depository Sdn Bhd to issue a Record of Depositors as at 5 April 2017. Only a depositor whose name appears on such Record of Depositors shall be entitled to attend and vote at the meeting.

Pursuant to the Bursa Securities Main Market Listing Requirements, all the motions set out in this notice will be put to vote by poll whereby every member present in person or by proxy or by attorney or other duly authorized representative shall have one vote for every stock unit held by him/her.

2. Proxy

A member entitled to attend and vote at the meeting is entitled to appoint more than one (1) proxy as his/her proxy or proxies to attend and vote in his/her stead. Where a member appoints more than one (1) proxy, the member shall specify the proportion of the member’s shareholding to be represented by each proxy.

A proxy may but need not be a member of the Company and there shall be no restrictions as to the qualification of the proxy. If the appointer is a corporation, the Form of Proxy must be executed under its Common Seal or under the hand of an officer or attorney duly authorised.

Where a member of the Company is an exempt authorised nominee as defined under the Securities Industry (Central Depositories) Act 1991 which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“Omnibus Account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect of each Omnibus Account it holds. Where an exempt authorised nominee appoints more than one (1) proxy, the proportion of shareholdings to be represented by each proxy must be specified in the Form of Proxy. An exempt authorised nominee with more than one securities account must submit a separate Form of Proxy for each securities account.

For a proxy to be valid, the Form of Proxy with original signature(s) must be deposited at the Share Registrar’s Office, Tricor Investor & Issuing House Services Sdn Bhd, Unit 32-01, Level 32, Tower A, Vertical Business Suite, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia, or alternatively, Tricor Customer Service Centre, Unit G-3, Ground Floor, Vertical Podium, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia not less than 48 hours before the time appointed for holding the meeting or any adjournment thereof. Any alteration to the Form of Proxy must be initialed.


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NOTICE OF 52ND ANNUAL GENERAL MEETING

3. Re-election of Retiring Directors

Mr Martin Giles Manen and Mr Choo Tay Sian, Kenneth are retiring by rotation pursuant to Article 89 of the Company’s Constitution at the 52nd AGM of the Company and they have indicated their willingness to seek re-election.

In line with Recommendation 3.1 of the Malaysian Code on Corporate Governance 2012, the Board, had via the Nomination and

Remuneration Committee, conducted an assessment on the effectiveness and contribution of the said retiring Directors to the activities of the Board and recommended for the same to be re-elected to the Board.

The profile of the retiring Directors is set out in the Directors’ Profile section on pages 12 and 15 of the Annual Report 2016. None of the said Directors has:• any family relationship with any Director and/or major shareholder of Heineken Malaysia Berhad• any conflict of interest in any business arrangement involving Heineken Malaysia Berhad• any convictions for any offences, other than traffic offences, within the past 5 years • any public sanction or penalty imposed by the relevant regulatory bodies during the 18 months financial period ended

31 December 2016.

4. Directors’ Fees and Benefits

At the AGM of the Company held on 25 November 2015, shareholders approved the increase and payment of Directors’ fee of up to RM685,000 for the period from 1 July 2015 to 30 June 2016. Details of the actual Directors’ fees and benefits paid to the Non-Executive Directors of the Company for the 18 months financial period ended 31 December 2016 are set out on page 83 of the Annual Report 2016.

5. Change of Auditors

The existing auditors of the Company, Messrs KPMG PLT, have been the auditors of the Company since September 1999. Messrs KPMG PLT were re-appointed as the auditors of the Company at the 51st AGM of the Company held on 25 November 2015 to hold office until the conclusion of the 52nd AGM of the Company. Messrs KPMG PLT have indicated their intention to retire and they are not seeking re-appointment as auditors of the Company.

The Company has received a letter dated 6 February 2017 from its major shareholder, GAPL Pte Ltd, nominating Messrs Deloitte PLT as the new auditors of the Company, a copy of which is annexed and marked as ‘Appendix A’ in the Annual Report 2016. GAPL Pte Ltd is 100% owned by Heineken N.V. Currently, Messrs Deloitte Accountants B.V. are the auditors of Heineken N.V. As part of the HEINEKEN Group, it is recommended that Messrs Deloitte PLT be appointed as auditors of the Company since Messrs Deloitte PLT are part of the Deloitte Global Network. The proposed change will enable efficient information flow within the auditing entities in the HEINEKEN Group i.e. reducing non value-added work for auditors and more importantly, will help optimizing the business resources and cost of the Company.

The proposed appointment of Messrs Deloitte PLT is subject to the receipt of their consent to act as auditors and if approved, they shall hold office until the conclusion of the next AGM of the Company.

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NOTICE IS HEREBY GIVEN that the 53rd Annual General Meeting of Heineken Malaysia Berhad (formerly known as Guinness Anchor Berhad) (“the Company”) will be held at Grand Ballroom, Connexion @ Nexus, No. 7, Jalan Kerinchi, Bangsar South City, 59200 Kuala Lumpur, Malaysia on Thursday, 13 April 2017 at 11.00 a.m. or immediately following the conclusion or adjournment (as the case may be) of the 52nd Annual General Meeting which will be held on the same day at the same venue at 9.30 a.m., whichever is later, or at any adjournment thereof, for the following purposes:

AGENDA

Ordinary Business

1. To re-elect Dato’ Sri Idris Jala who retires pursuant to Article 96 of the Company’s Constitution as a Director of the Company.

2. To re-elect Mr Yong Weng Hong who retires by rotation pursuant to Article 89 of the Company’s Constitution as a Director of the Company.

3. To re-elect Mr Frans Erik Eusman who retires by rotation pursuant to Article 89 of the Company’s Constitution as a Director of the Company.

4. To approve the payment of Directors’ fees and benefits of up to RM760,000 to the Non-Executive Directors of the Company for the financial year ending 31 December 2017.

5. To re-appoint Messrs Deloitte PLT as Auditors of the Company and to authorise the Directors to fix their remuneration.

Special Business

To consider and, if thought fit, to pass the following resolutions:

6. Continuing in Office as Independent Non-Executive Director of the Company

“THAT, Mr Martin Giles Manen, who would have served as an Independent Non-Executive Director of the Company for a cumulative period of 9 years as of 28 August 2017, be and is hereby re-appointed as an Independent Non-Executive Director of the Company to hold office until the conclusion of next Annual General Meeting of the Company.”

7. Proposed Shareholders’ Mandate for Recurrent Related Party Transactions of a Revenue or Trading Nature (Proposed Shareholders’ Mandate)

“THAT, pursuant to Paragraph 10.09 of the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, the Company and/or its subsidiaries (the Group) be and are hereby authorised to enter into any of the recurrent transactions of a revenue or trading nature as set out in Section 2.3 of the Circular to Shareholders dated 22 March 2017 with the related parties mentioned therein which are necessary for the Group’s day-to-day operations, subject further to the following:

(i) the transactions are in the ordinary course of business on normal commercial terms which are not more favourable to the related parties than those generally available to the public and are not detrimental to the minority shareholders of the Company; and

(ii) the aggregate value of the transactions of the Proposed Shareholders’ Mandate conducted during the financial year will be disclosed in the Annual Report for the said financial year,







NOTICE OF 53RD ANNUAL GENERAL MEETING


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AND THAT such approval shall continue to be in force until:

(i) the conclusion of the next Annual General Meeting of the Company at which time it will lapse, unless by a resolution passed at the Meeting, the authority is renewed;

(ii) the expiration of the period within which the next Annual General Meeting of the Company is required to be held pursuant to Clause 340(2) of the Companies Act, 2016 (“the Act”) (but shall not extend to such extensions as may be allowed pursuant to Section 340(4) of the Act); or

(iii) revoked or varied by the Company in a general meeting,

whichever is earlier;

AND THAT the Directors of the Company be and are hereby authorised to complete and do all such acts and things as they may consider expedient or necessary to give effect to the Proposed Shareholders’ Mandate.”

8. To consider any other business of which due notice shall have been given.

By Order of the Board

Ng Sow Hoong Company SecretaryMAICSA 7027552

Petaling Jaya 22 March 2017


NOTES:

1. Annual General Meeting

The Companies Act requires that an Annual General Meeting (“AGM”) must be held once in every calendar year. Therefore, the forthcoming 53rd AGM of the Company will be held in respect of the calendar year 2017. There will be no Audited Financial Statements tabled at this AGM. The Audited Financial Statements for the financial year ending 31 December 2017 will be tabled at the 54th AGM of the Company.

Pursuant to Article 56 of the Company’s Constitution and Section 34 of the Securities Industry (Central Depositories) Act 1991, the Company shall be requesting Bursa Malaysia Depository Sdn Bhd to issue a Record of Depositors as at 5 April 2017. Only a depositor whose name appears on such Record of Depositors shall be entitled to attend and vote at the meeting.

Pursuant to the Bursa Securities Main Market Listing Requirements, all the motions set out in this notice will be put to vote by poll

whereby every member present in person or by proxy or by attorney or other duly authorized representative shall have one vote for every stock unit held by him/her.

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NOTES:

2. Proxy

A member entitled to attend and vote at the meeting is entitled to appoint more than one (1) proxy as his/her proxy or proxies to attend and vote in his/her stead. Where a member appoints more than one (1) proxy, the member shall specify the proportion of the member’s shareholding to be represented by each proxy.

A proxy may but need not be a member of the Company and there shall be no restrictions as to the qualification of the proxy. If the appointer is a corporation, the Form of Proxy must be executed under its Common Seal or under the hand of an officer or attorney duly authorised.

Where a member of the Company is an exempt authorised nominee as defined under the Securities Industry (Central Depositories) Act 1991 which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“Omnibus Account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect of each Omnibus Account it holds. Where an exempt authorised nominee appoints more than one (1) proxy, the proportion of shareholding to be represented by each proxy must be specified in the Form of Proxy. An exempt authorised nominee with more than one securities account must submit a separate Form of Proxy for each securities account.

For a proxy to be valid, the Form of Proxy with original signature(s) must be deposited at the Share Registrar’s Office, Tricor Investor & Issuing House Services Sdn Bhd, Unit 32-01, Level 32, Tower A, Vertical Business Suite, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia, or alternatively, Tricor Customer Service Centre, Unit G-3, Ground Floor, Vertical Podium, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia not less than 48 hours before the time appointed for holding the meeting or any adjournment thereof. Any alteration to the Form of Proxy must be initialed.

3. Re-election of Retiring Directors

The following Directors are retiring at the 53rd AGM of the Company and they have indicated their willingness to seek re-election:

• Dato’ Sri Idris Jala, retiring pursuant to Article 96 of the Company’s Constitution • Mr Yong Weng Hong, retiring by rotation pursuant to Article 89 of the Company’s Constitution• Mr Frans Erik Eusman, retiring by rotation pursuant to Article 89 of the Company’s Constitution

In line with Recommendation 3.1 of the Malaysian Code on Corporate Governance 2012, the Board, had via the Nomination and Remuneration Committee, conducted an assessment on the effectiveness and contribution of the said retiring Directors to the activities of the Board and recommended for the same to be re-elected to the Board.

The profile of the retiring Directors is set out in the Directors’ Profile section on pages 10, 14 and 16 of the Annual Report 2016. None of the said Directors has:

• any family relationship with any Director and/or major shareholder of the Company• any conflict of interest in any business arrangement involving the Company• any convictions for any offences, other than traffic offences, within the past 5 years • any public sanction or penalty imposed by the relevant regulatory bodies during the 18 months financial period ended

31 December 2016.



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NOTES:

4. Directors’ Fees and Benefits

There is no proposed revision to the existing Directors’ Remuneration Package which was approved by shareholders on 25 November 2015, the details of which are set out on page 83 of the Annual Report 2016. The Directors’ fees and benefits payable to the Non-Executive Directors for the financial year ending 31 December 2017 are calculated based on the current composition of the Board and Board Committees and the number of meetings scheduled for the Board and Board Committees.

The proposed motion, if passed, will facilitate the payment to Non-Executive Directors of the Company during the financial year ending 31 December 2017.

5. Re-appointment of Auditors

The appointment of Messrs Deloitte PLT will be tabled for shareholders’ approval at the 52nd AGM of the Company. Pursuant to the Companies Act, 2016, the auditors shall hold office until the conclusion of the next AGM following their appointment unless they are re-appointed. Subject to the shareholders’ approval to be obtained for the appointment of Messrs Deloitte PLT at the 52nd AGM of the Company, shareholders’ approval will be sought for the re-appointment of Messrs Deloitte PLT as auditors of the Company at the 53rd AGM of the Company.

6. Continuing in Office as Independent Non-Executive Director of the Company

Mr Martin Giles Manen, who is due to retire by rotation pursuant to Article 89 of the Company’s Constitution at the 52nd AGM of the Company, is subject for re-election at the said AGM of the Company. If he is re-elected at the 52nd AGM of the Company, Mr Martin Giles Manen would continue to serve as Independent Non-Executive Director of the Company. However, his term of office as Independent Non-Executive Director is expected to reach the nine-year mark on 28 August 2017.

Mr Martin Giles Manen has met the independence criteria adopted by the Company and fulfilled the independence definitions as prescribed under the Bursa Securities Main Market Listing Requirements. The Board believes that Mr Martin Giles Manen is able to bring independent and objective judgements to the Board as a whole and strongly recommended him to continue as Independent Non-Executive Director of the Company.

7. Proposed Shareholders’ Mandate for Recurrent Related Party Transactions of a revenue or trading nature

Ordinary Resolution 7, if passed, will allow the Group to enter into the recurrent related party transactions in the ordinary course of business and the necessity to convene separate general meetings from time to time to seek shareholders’ approval as and when such recurrent related party transactions occur, would be eliminated. This would reduce substantial administrative time, inconvenience and expenses associated with the convening of such meetings, without compromising the corporate objectives of the Group or adversely affecting the business opportunities available to the Group. The Shareholders’ Mandate is subject to renewal on an annual basis.

Further information on the Proposed Shareholders’ Mandate is set out in the Circular to Shareholders of the Company dated 22 March 2017.


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REGISTRATION

• Registration will commence at 7.30 a.m. on the day of the meeting. Members and proxies are encouraged to come early to facilitate registration.

• For verification purpose, members and proxies are required to produce their original identity card (MyKad) at the registration counter.

• Upon verification and registration, members and proxies will be given the following:

a) an identification wristband. If you are attending the Annual General Meeting (AGM) as a shareholder as well as proxy, you will be registered once and will only be given one identification wristband to enter the meeting hall. There will be no replacement in the event that you lose / misplace the wristband; and

b) a passcode slip to be used for poll voting purpose. Please retain the passcode for voting.

• No person will be allowed to register on behalf of another person even with the original identity card (MyKad) of that other person.

HELP DESK

You may approach the help desk located at the registration area for the following purposes:

• Revocation of proxy’s appointment and/or any clarification or enquiry• Redemption of free parking provided by the Company for cars parked within the Connexion @ Nexus premises

DOOR GIFT

Door gift will be distributed to members or proxies upon their registration based on the following as a token of appreciation for their continued support to the Company:

• Each member or proxy who is present shall be entitled to one (1) door gift only upon registration.• For a member who appoints more than one (1) proxy, door gift will only be provided to the first proxy stated in the proxy form.• If you are a proxy representing more than one (1) member, you are entitled to one (1) door gift only.• If you are a member and also appointed as proxy by another member, you are entitled to one (1) door gift only. • If the proxy / proxies has / have obtained the door gift earlier, member(s) who decided to attend will not be given any doot gift.• The door gift will only be distributed once for either one AGM.

ANNUAL REPORT

The Annual Report 2016 is available in the Company’s website at www.heinekenmalaysia.com and the Bursa Malaysia’s website at www.bursamalaysia.com. Limited hardcopy is available at the registration counter and it will be given on a first come first serve basis.

ADMINISTRATIVE DETAILSFOR 52ND AND 53RD ANNUAL GENERAL MEETING

APPENDIX A - NOTICE OF 52ND ANNUAL GENERAL MEETING

APPENDIX B - VERIFICATION OF ENVIRONMENTAL PERFORMANCE REPORTING

GENERAL STANDARD DISCLOSURESGeneral Standard Disclosures Report section Page

STRATEGY AND ANALYSISG4-1 Statement from the most senior decision-maker of the organsation Chairman’s Statement 22 - 24

Management Discussion & Analysis 25 - 29ORGANISATIONAL PROFILE

G4-3 Name of the organisation People • Planet • Performance 6 - 7G4-4 Primary brands, products and services Growing Brands 63 - 72G4-5 Headquarters location Corporate Information 8

Group Directory Back PageG4-6 Countries of operation Corporate Information 8G4-7 Nature of ownership and legal form Management Discussion & Analysis 26G4-8 Markets served Sustainability from Barley to Bar 4G4-9 Scale of the organisation People • Planet • Performance 6 - 7G4-10 Organisation’s workforce People • Planet • Performance 6 - 7G4-12 Organisation’s supply chain Management Discussion & Analysis 25 - 29

Supply Chain Highlights 45 - 47Sourcing Sustainably 40

G4-13 Significant changes during the reporting period regarding size, structure, ownership or its supply chain

Management Discussion & Analysis 25 - 29

G4-14 Explanation of whether and how the precautionary approach or principles is addressed by the organisation

Protecting Water Resources 38Reducing CO₂ Emissions 39

G4-15 Externally developed economic, environmental and social charters, principles or other initiatives

Brewing a Better World 30 - 44Corporate Responsibility Highlights 52 - 57

G4-16 Memberships of associations and national/ international advocacy organisations Advocating Responsible Consumption 41Corporate Responsibility Highlights 52 - 57

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIESG4-17 Entities included in the organisation’s consolidated financial statements or

equivalent documentsFinancial Statements 104 - 154

G4-18 Process for defining report content and the Aspect Boundaries Materiality Matrix 35G4-19 Material Aspects identified in the process for defining report content Materiality Matrix 35G4-20 Aspect Boundary within the organisation Materiality Matrix 35G4-21 Aspect Boundary outside the organisation Verification of Environmental

Performance ReportingAppendix B

G4-23 Significant changes from previous reporting in the Scope and Aspect Boundaries Materiality Matrix 35STAKEHOLDER ENGAGEMENT

G4-24 List of stakeholder groups engaged by the organisation Stakeholder Engagement 33 - 34G4-25 Basis for identification and selection of stakeholders with whom to engage Stakeholder Engagement 33 - 34G4-26 Approach to stakeholder engagement, including frequency of engagement by

type and by stakeholder groupStakeholder Engagement 33 - 34

G4-27 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through it reporting

Materiality Matrix 35Sustainability Issues Universe 36 - 37

REPORT PROFILEG4-28 Reporting period About This Report 2G4-30 Reporting cycle About This Report 2G4-31 Contact point Corporate Information 8

Group Directory Back PageG4-33 External assurance Verification of Environmental

Performance ReportingAppendix B

GOVERNANCEG4-34 Organisation’s governance structure Our Value Chain 31

ETHICS AND INTEGRITYG4-56 Organisation’s values, principles, standards and norms of behaviours Chairman’s Statement 22 - 24

Management Discussion & Analysis 25 - 29Advocating Responsible Consumption 41Brewing a Better World 30 - 44

G4-DMA Disclosures on Management Approach Chairman’s Statement 22 - 24Management Discussion & Analysis 25 - 29Brewing a Better World 30 - 44

GRI G4 INDEXWe benchmarked our sustainability initiatives against the Global Reporting Initiative (GRI) G4 reporting standards. Please refer to relevant pages for details.

GRI G4 INDEX

SPECIFIC STANDARD DISCLOSURESMaterial Aspects DMA and Indicators Report Section Page

ECONOMICECONOMIC PERFORMANCE

G4-EC1 Direct economic value generated and distributed People • Planet • Performance 6 - 7Financial Highlights 60 - 61

INDIRECTECONOMICIMPACTS

G4-EC7 Development and impact of infrastructure investmentsand services supported

Growing with Communities 43CR Highlights - GAB Foundation 54 - 57

G4-EC8 Significant indirect economic impacts, including theextent of impacts

Growing with Communities 43CR Highlights - GAB Foundation 54 - 57

ENVIRONMENTENERGY G4-EN3 Energy consumption within the organisation Sustainability Issues Universe 36 - 37

Supply Chain Highlights 45 - 47G4-EN6 Reduction of energy consumption People • Planet • Performance 6 - 7

Reducing CO2 Emissions 39Supply Chain Highlights 45 - 47

WATER G4-EN8 Total withdrawal by source Protecting Water Resources 38Supply Chain Highlights 45 - 46

SOCIALLABOUR PRACTICES AND DECENT WORK

EMPLOYMENT G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender and region

People • Planet • Performance 6 - 7

LABOUR/ MANAGEMENT RELATIONS

G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements

Sustainability Issues Universe 36 - 37

OCCUPATIONAL HEALTHAND SAFETY

G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational healthand safety programmes

Human Resources Highlights 48 - 51

TRAINING AND EDUCATION

G4-LA9 Average hours of training per year per employee per gender, and by employee category


G4-LA10 Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career

Management Discussion & Analysis 25 - 29

G4-LA11 Percentage of employees receiving regular performance and career development reviews, by gender and by employee category


DIVERSITY AND EQUAL OPPORTUNITY

G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and otherindicators of diversity

Human Resources Highlights 48 - 51People • Planet • Performance 6 - 7

SUPPLIER ASSESSMENT FORLABOUR POLICIES

G4-LA15 Significant actual and potential negative impacts for labour practices in the supply chain and actions taken employee category

Sustainability Issues Universe 36 - 37Sourcing Sustainably 40Supply Chain Highlights 45 - 47

GRI G4 INDEX

SPECIFIC STANDARD DISCLOSURESMaterial Aspects DMA and Indicators Report Section Page

HUMAN RIGHTSINVESTMENT G4-HR1 Total number and percentage of significant investment

agreements and contracts that include human rights clauses or that underwent human rights screening


G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained


HUMAN RIGHTS GRIEVANCEMECHANISM

G4-HR12 Number of grievances about human rights impacts filed, addressed, and resolved through formal grievance mechanisms

Human Resources Highlights 50

SOCIETYLOCAL COMMUNITIES

G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programmes

Corporate Responsibility Highlights 52 - 57

Growing with Communities 43G4-SO2 Operations with significant actual and potential

negative impacts on local communitiesCorporate Responsibility Highlights 52 - 57

Growing with Communities 43PRODUCT RESPONSIBILITY

PRODUCT AND SERVICELABELLING

G4-PR3 Type of product and service information required by the organisation’s procedures for product and service information and labelling, and percentage of significant product and services categories subject to such information requirements

Chairman’s Statement 22 - 24Management Discussion & Analysis 25 - 29Advocating Responsible Consumption 41Promoting Health and Safety 42

CORPORATERESPONSIBILITY

G4-PR6 Sales of banned or disputed products Corporate Responsibility Highlights 52 - 53

CR PERFORMANCE G4-PR7 Total number of incidents of non compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship,

Value and Behaviours 44Advocating Responsible Consumption 41

HEINEKEN MALAYSIA BERHAD (5350-X) (formerly known as Guinness Anchor Berhad)

FORM OF PROXY52ND ANNUAL GENERAL MEETING

I/We NRIC / Passport / Company No.

of

being a member or members of HEINEKEN MALAYSIA BERHAD (formerly known as Guinness Anhor Berhad), hereby appoint:

Name Address NRIC No. / Passport No.Proportion of Stockholding

No. of Stock Unit %

and/or (delete as appropriate)


No. of Stock Unit %

as my/our proxy to vote for me/us and on my/our behalf at the 52nd Annual General Meeting of the Company to be held at Grand Ballroom, Connexion @ Nexus, No. 7, Jalan Kerinchi, Bangsar South City, 59200 Kuala Lumpur, Malaysia on Thursday, 13 April 2017 at 9.30 a.m. and at any adjournment thereof.

My/our proxy is to vote as indicated hereunder:

Ordinary Business FOR AGAINST

1. Adoption of Audited Financial Statements

2. Payment of Final Dividend

3. Re-election of Mr Martin Giles Manen as Director

4. Re-election of Mr Choo Tay Sian, Kenneth as Director

5. Payment of Directors’ Fee to Non-Executive Directors

6. Appointment of Messrs Deloitte PLT as Auditors

Please indicate with an “X” in the appropriate space as to how you wish your votes to be cast in respect of each resolution. If no specific direction as to voting is given, the proxy will vote or abstain from voting at his/her discretion.

Dated this day of 2017

Signature or Common Seal of Member

IMPORTANT

Only forms with original signature(s) are valid. Photocopies are not acceptable. Any alteration to the proxy form must be initialed.

Personal Data PrivacyBy submitting this form, I hereby confirm that I have read, understood and agree to the personal data privacy terms set out in the Personal Data Protection Act 2010 Notice which is published on the Company’s website http://www.heinekenmalaysia.com/privacy-policy/

Please read the notes overleaf before completing this Proxy Form.

No. of stock units held:

CDS Account No.:

The Share RegistrarTricor Investor & Issuing House Services Sdn BhdUnit 32-01 Level 32 Tower AVertical Business Suite, Avenue 3Bangsar South, No. 8, Jalan Kerinchi59200 Kuala Lumpur, Malaysia

Affix stamp here

Please fold here to seal


NOTES:1. Pursuant to Article 56 of the Company’s Constitution and Section 34 of the Securities Industry (Central Depositories) Act 1991, the Company shall be requesting

Bursa Malaysia Depository Sdn Bhd to issue a Record of Depositors as at 5 April 2017. Only a depositor whose name appears on such Record of Depositors shall be entitled to attend and vote at the meeting.

2. Pursuant to the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, voting on all resolutions at the 52nd AGM will be by way of a poll whereby every member present in person or by proxy or by attorney or other duly authorized representative shall have one vote for every share held by him/her.

3. A member entitled to attend and vote at the meeting is entitled to appoint more than one (1) proxy as his/her proxy or proxies to attend and vote in his/her stead. Where a member appoints more than one (1) proxy, the member shall specify the proportion of the member’s shareholding to be represented by each proxy.

4. A proxy may but need not be a member of the Company and there shall be no restrictions as to the qualification of the proxy. If the appointer is a corporation, the Form of Proxy must be executed under its Common Seal or under the hand of an officer or attorney duly authorised.

5. Where a member of the Company is an exempt authorised nominee as defined under the Securities Industry (Central Depositories) Act 1991 which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“Omnibus Account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect of each Omnibus Account it holds. Where an exempt authorised nominee appoints more than one (1) proxy, the proportion of shareholding to be represented by each proxy must be specified in the Form of Proxy. An exempt authorised nominee with more than one securities account must submit a separate Form of Proxy for each securities account.

6. For a proxy to be valid, the Form of Proxy with original signature(s) must be deposited at the Share Registrar’s Office, Tricor Investor & Issuing House Services Sdn Bhd, Unit 32-01, Level 32, Tower A, Vertical Business Suite, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia, or alternatively, Tricor Customer Service Centre, Unit G-3, Ground Floor, Vertical Podium, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia not less than 48 hours before the time appointed for holding the meeting or any adjournment thereof. Any alteration to the Form of Proxy must be initialed.

I/We NRIC / Passport / Company No.

of

being a member or members of HEINEKEN MALAYSIA BERHAD (formerly known as Guinness Anhor Berhad), hereby appoint:


No. of Stock Unit %

and/or (delete as appropriate)


No. of Stock Unit %

as my/our proxy to vote for me/us and on my/our behalf at the 53rd Annual General Meeting of the Company to be held at Grand Ballroom, Connexion @ Nexus, No. 7 Jalan Kerinchi, Bangsar South City, 59200 Kuala Lumpur, Malaysia on Thursday, 13 April 2017 at 11.00 a.m. or immediately following the conclusion or adjournment (as the case may be) of the 52nd Annual General Meeting which will be held at 9.30 a.m. on the same day and at the same venue.

My/our proxy is to vote as indicated hereunder:

Ordinary Business FOR AGAINST

1. Re-election of Dato’ Sri Idris Jala as Director

2. Re-election of Mr Yong Weng Hong as Director

3. Re-election of Mr Frans Erik Eusman as Director

4. Payment of Directors’ Fee to Non-Executive Directors

5. Re-appointment of Messrs Deloitte PLT as Auditors

Special Business

6. Re-appointment of Mr Martin Giles Manen as Independent Non-Executive Director

7. Shareholders’ Mandate on recurrent related party transactions

Please indicate with an “X” in the appropriate space as to how you wish your votes to be cast in respect of each resolution. If no specific direction as to voting is given, the proxy will vote or abstain from voting at his/her discretion.

Dated this day of 2017

Signature or Common Seal of Member

IMPORTANT

Only forms with original signature(s) are valid. Photocopies are not acceptable. Any alteration to the proxy form must be initialed.

Personal Data PrivacyBy submitting this form, I hereby confirm that I have read, understood and agree to the personal data privacy terms set out in the Personal Data Protection Act 2010 Notice which is published on the on the Company’s website http://www.heinekenmalaysia.com/privacy-policy/

Please read the notes overleaf before completing this Proxy Form.

HEINEKEN MALAYSIA BERHAD (5350-X) (formerly known as Guinness Anchor Berhad)

FORM OF PROXY53RD ANNUAL GENERAL MEETING

No. of stock units held:

CDS Account No.:

The Share RegistrarTricor Investor & Issuing House Services Sdn BhdUnit 32-01 Level 32 Tower AVertical Business Suite, Avenue 3Bangsar South, No. 8, Jalan Kerinchi59200 Kuala Lumpur, Malaysia

Affix stamp here



NOTES:1. Pursuant to Article 56 of the Company’s Constitution and Section 34 of the Securities Industry (Central Depositories) Act 1991, the Company shall be requesting

Bursa Malaysia Depository Sdn Bhd to issue a Record of Depositors as at 5 April 2017. Only a depositor whose name appears on such Record of Depositors shall be entitled to attend and vote at the meeting.

2. Pursuant to the Main Market Listing Requirements of Bursa Malaysia Securities Berhad, voting on all resolutions at the 53rd AGM will be by way of a poll whereby every member present in person or by proxy or by attorney or other duly authorized representative shall have one vote for every share held by him/her.

3. A member entitled to attend and vote at the meeting is entitled to appoint more than one (1) proxy as his/her proxy or proxies to attend and vote in his/her stead. Where a member appoints more than one (1) proxy, the member shall specify the proportion of the member’s shareholding to be represented by each proxy.

4. A proxy may but need not be a member of the Company and there shall be no restrictions as to the qualification of the proxy. If the appointer is a corporation, the Form of Proxy must be executed under its Common Seal or under the hand of an officer or attorney duly authorised.

5. Where a member of the Company is an exempt authorised nominee as defined under the Securities Industry (Central Depositories) Act 1991 which holds ordinary shares in the Company for multiple beneficial owners in one securities account (“Omnibus Account”), there is no limit to the number of proxies which the exempt authorised nominee may appoint in respect of each Omnibus Account it holds. Where an exempt authorised nominee appoints more than one (1) proxy, the proportion of shareholding to be represented by each proxy must be specified in the Form of Proxy. An exempt authorised nominee with more than one securities account must submit a separate Form of Proxy for each securities account.

6. For a proxy to be valid, the Form of Proxy with original signature(s) must be deposited at the Share Registrar’s Office, Tricor Investor & Issuing House Services Sdn Bhd, Unit 32-01, Level 32, Tower A, Vertical Business Suite, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia, or alternatively, Tricor Customer Service Centre, Unit G-3, Ground Floor, Vertical Podium, Avenue 3, Bangsar South, No. 8, Jalan Kerinchi, 59200 Kuala Lumpur, Malaysia not less than 48 hours before the time appointed for holding the meeting or any adjournment thereof. Any alteration to the Form of Proxy must be initialed.

Connexion @ NexusNo. 7, Jalan KerinchiBangsar South City59200 Kuala LumpurMalaysia

GROUP DIRECTORY

REGIONAL SALES OFFICESHeineken Marketing Malaysia Sdn Bhd(formerly known as Guinness Anchor Marketing Sdn Bhd)

Petaling Jaya901A, Level 9, Tower A, Uptown 5No. 5, Jalan SS21/39Damansara Uptown, 47400 Petaling JayaSelangor Darul Ehsan, MalaysiaTel : 603-77311170Fax : 603-77314380

ButterworthNo. 8 Lorong Perusahaan Maju 11Taman Perusahaan Pelangi13600 Seberang PraiButterworth, MalaysiaTel : 604-5086288Fax : 604-5087288

Penang50-J, Ground FloorWisma Hong BeePengkalan Weld10300 Penang, MalaysiaTel : 604-2645227Fax : 604-2630227

IpohNo.1 Persiaran Sultan Azlan Shah 331350 IpohPerak, MalaysiaTel : 605-2493088 Fax : 605-2493089

MalaccaLot 120, Jalan Usaha 10 Ayer Keroh Industrial Estate75450 Malacca, MalaysiaTel : 606-2325772Fax : 606-2322771

Johor BaruNo. 22 (Lot 1569), Jalan DewaniOff Jalan TampoiKawasan Perindustrian Temenggong81100 Johor Baru Johor, MalaysiaTel : 607-3310100Fax : 607-3312891

Seremban613 Jalan Haruan 4/8Oakland Commercial Centre70300 SerembanNegeri Sembilan, MalaysiaTel : 606-6334647Fax : 606-6334650

KuantanLot 123, Semambu Industrial Site25350 Kuantan Pahang, MalaysiaTel : 609-5661967Fax : 609-5662523

MentakabNo. 46, Ground & First Floor Jalan Bendera MahkotaTaman Bukit Bendera28400 MentakabPahang, MalaysiaTel : 609-2770832

KuchingLot 310, Section 9 KTLDLorong 7, Rubber Road93400 KuchingSarawak, MalaysiaTel : 6082-240099Fax : 6082-246787

Miri1st Floor, Lot 2302 Bulatan Commercial CentreJalan Dato Permaisuri98008 Miri, Sarawak, MalaysiaTel : 6084-326533Fax : 6084-326533

SibuNo. 12, Jalan Tapang Timur96000 SibuSarawak, MalaysiaTel : 6084-326533Fax : 6084-326533

Kota KinabaluBuilding No. 19B, Lot 21 Sedco Light Industrial EstateJalan Kilang, Kolombong88450 Kota KinabaluSabah, MalaysiaTel : 6088-324488

SandakanBlock C, Lot 5, Taman Grand ViewJalan Sim Sim90000 SandakanSabah, MalaysiaTel : 6089-271214Fax : 6089-274082

TawauLot 3, TB 4478 Ground & First Floors, Block A, Pusat Komersil Ba ZhongJalan Tawau Lama91000 Tawau Sabah, MalaysiaTel : 6089-771202Fax : 6089-773275

CORPORATE OFFICEHeineken Malaysia Berhad(formerly known as Guinness Anchor Berhad)Sungei Way BreweryLot 1135, Batu 9Jalan Klang Lama46000 Petaling JayaSelangor, MalaysiaTel : 603-78614688Fax : 603-78614602

HEINEKEN MALAYSIA BERHAD (5350-X)

(formerly known as Guinness Anchor Berhad)Sungei Way Brewery

Lot 1135, Batu 9, Jalan Klang Lama46000 Petaling Jaya

Selangor Darul Ehsan, Malaysia

TEL 603-7861 4688 FAX 603-7861 4602

W W W . H E I N E K E N M A L A Y S I A . C O M

This Annual Report is printed on environmentally friendly material.

A NEW ERA - Heineken Malaysia Berhad

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