HEINEKEN SA md clocks up notable achievements in first year
RUUD van den Eijnden, managing director of the newly formed HEINEKEN SA, arrived in the country in August last year to assume control of the new South African operation. Since then his achievements have been notable.
Although most of the company’s brands, such as Heineken, Amstel, Tafel and Windhoek, had long been present in the country they were previously distributed by Brandhouse (a joint venture with Diageo). Van den Eijnden’s deployment marked the beginning of a new era as the Dutch brewer increased its commitment to the SA market through a joint venture with Namibian Brewery Limited.
He is quick to assure that the parting was amicable and, reflecting on his first year at the helm, is justifiably proud.
“We are a new company with 900 people and 600 external sales people. There have been significant improvements in customer service and more than 300 new jobs have been created. Strongbow Apple Ciders were relaunched and we the launched the Mexican beer, Sol.
“The first signs of market share gains are visible. Moreover, the Sedibeng brewery South of Johannesburg, which started production in 2010, has won the prestigious ‘most improved operations award’ within the global company.
Van den Eijnden emphasises that HEINEKEN is here for the long run, “We are very proud of our brands and people, but there is still a lot to do: training and development of our people, innovations, local sourcing are a few of the key priorities”.
“It’s about building something that lasts over generations. We want to root our business in the country and be part of society as a responsible company. Importantly, ours must be a great place to work as we continue to offer great brands to our consumers”.
He explains that entrepreneurship and water are key elements in the company’s CSI policy. ‘We recently became one of the founding members of ‘Orange Corners’, an initiative by the Dutch Embassy to support young South African entrepreneurs in the journey towards establishing their own businesses. ext to that, we facilitated the creation of water pumps at 53 schools in Limpopo.”
Indicative of his own long term commitment, he has relocated his wife, two daughters and son from the Netherlands to Johannesburg, and confesses that he can talk for hours about the new company and the exciting opportunities of growing it in South Africa.
“Despite the current challenging environment, it is a country with great potential. As the worlds’ 12th biggest beer market and the 2nd biggest cider market it has a very well established premium segment.
“Growth potential in the long term is clearly positive, driven by population growth, urbanisation and a rising middle class.
“However, growth is also cyclical along the years, with bumps along the road such as increasing commodity prices and currency fluctuations.
“That being said, we have a clear strategy in place. “There is still a long way to go but we are on the right path and the long-term fundamentals are very encouraging.”
A Dutch citizen, he joined the company’s head office in Amsterdam as a management trainee in 1994. Under his belt was a degree in Business Economics from Erasmus University Rotterdam, with a summer MBA program at Michigan State University in the USA.
With a focus on sales, he was set for his journey within the Heineken family.
During his career path within the group and later, he would undertake various business courses and professional trainings with a focus on leadership, sales and marketing, building a track record within the company.
At a point he spread his career wings and sought other corporate pastures, spending six years at Unilever and Sara Lee. In 2007 he rejoined HEINEKEN as Netherlands sales director.
“Fact is,” he confesses, “I never really left and returned for the same reasons I joined in the first place: the comraderie; the depth of experience; and the global opportunities.
“I’d never lost my sense of belonging to an entrepreneurial family. You could say that HEINEKEN is part of my DNA.”
He adds, “I enjoy being involved in a sociable industry that brings people together. It matches my own managment style and personality. We have a wonderful portfolio of brands that we are proud of to present to our consumers.”
In 2009 he moved to Bulgaria, as managing director for HEINEKEN Zagorka Brewery.
“It was my first real international experience, and it taught me that, however different the country and market Heineken operates in, it is its entrepreneurial values that form the core strength of the company and bind the Heineken family.
“My time in Bulgaria taught me invaluable empowerment lessons. I learnt the importance of really understanding the local culture and market.
“With those values in mind we managed to increase the profitability in a declining beer market, and bring the Ariana brand to market leadership.”
In 2013 he took on the role of Sales Director for the Africa Middle East region within HEINEKEN. It was his first Africa experience. “I loved every minute of it. Africa is an intense but wonderful place to work.
“I have travelled extensively throughout the continent, and I became convinced about the opportunities, and the important role a company like ours can play in these markets.
“We have been in Africa for almost 100 years now, truly deeply rooted in the communities.”
Reviewing his own career, Van den Eijnden says a business leader must have a clear vision and then be able to mobilise people around it.
“Authenticity, being approachable, open and direct, keeping it simple and coaching people out of their comfort zones are some of the values I cherish. It is also esssential to be hands on, with a roll up your sleeves attitude.”
His ambition is to get the best out of his team. “We have so many great people working for HEINEKEN SA now. I see it as my role to create the conditions in which they can stretch themselves, and do things they never thought they would be able to do.
“Ours is a company, built by entrepreneurs, by people who went the extra mile, who went to unknown territories, who dared to dream big but always kept their feet on the ground. We can do the same here.
“I am convinced this country can become one of the next talent hubs for the group. In fact our first SA expat will move to Rwanda in a few weeks, and I am sure there will be many more”