Q: How important is the new Hyderabad GCC for Heineken?A: It’s very important. Heineken, a 160-year-old company, has become the world’s most geographically diverse brewer through acquisitions and market entries. That created strong local businesses, but also many local-for-local operations. The Hyderabad centre is part of a structural shift to make Heineken more streamlined, connected and globally capable. India is already one of Heineken’s top five markets and one of its biggest long-term opportunities. Hyderabad is not just a local office opening; it is being built to serve Heineken globally.Q: What kind of work will be done here at the Hyderabad facility?A: The centre is starting with finance, digital and technology, data & analytics, as these functions benefit from common data, common processes and collaboration. Over time, the scope will expand into supply chain planning, brewery network support, transport planning, demand management and commercial capabilities such as revenue growth management and sales execution excellence. The aim is not to create a traditional back office, but a centre that contributes real value across the business.Q: What are Heineken’s expansion plans for the GCC over the next few years?A: Growth is expected to be rapid. Around 300 people are already in place. Heineken sees this reaching around 800 people by end of this year and is adding another floor. It expects to roughly double again next year. Within 16 to 18 months, the operation could be four to five times larger than where it started. Globally, Heineken has spoken about shifting around 3,000 roles into its Heineken Business Services network, with Hyderabad central to that plan. By 2030, the Hyderabad centre could employ 3,000 to 4,000 people.Q: What is the investment made in the GCC so far?A: The investment is already at roughly Rs 500 crore to Rs 550 crore on a run-rate basis, and that will expand over time. Heineken says it is taking the buildout step by step but is willing to keep investing as long as infrastructure, talent and capability remain available. It also wants United Breweries to benefit first from the accelerated capability being built here.Q: Why did Heineken choose Hyderabad?A: Hyderabad stood out for three reasons: talent availability and a strong long-term talent pipeline; access to digital and technology capability with supporting infrastructure; and the quality of engagement with the govt. Heineken felt there was a strong willingness to collaborate and support long-term investment. The combination of talent, technology and constructive govt partnership made Hyderabad the preferred choice.Q: A part of the Poland GCC is being shifted here. How significant is that transition?A: Heineken already had centres in Krakow, Monterrey and Sao Paulo, but those evolved more autonomously around regional needs. We are now creating a more integrated global capability network. Part of the shift from Poland to Hyderabad is about bringing work closer to a major growth region and tapping India’s talent base. Some colleagues from Poland are joining the Hyderabad effort to speed up knowledge transfer and cultural integration. Around 600-700 roles in Poland will either be redeployed or phased out as capabilities move here.Q: Globally, beer demand has been under pressure. How are you tackling this challenge?A: In the first quarter of 2026, the global beer category declined by roughly 1%, but Heineken performed better because of its presence in growth markets like India. We posted total volume growth of about 1.2%, returning to growth. Globally, beer demand has been soft while low- and no-alcohol beer is growing faster than traditional beer. But as a category, beer still has strong potential. It represents 42% of global consumer alcohol spend, share of throat is growing and per-capita consumption remains low in many markets, leaving room for responsible expansion as incomes and urbanisation rise. India is a major contributor to Heineken’s resilience, with favourable category dynamics and rising premiumisation.Q: How do you plan to capitalise on the growing premiumisation trend in India?A: Heineken sees growth in layers: first the total beer category, then premium growing faster than the category, and low- and no-alcohol growing faster than premium. Health trends and Gen Z moderation are influencing behaviour, although this varies by market. We are the global leader in low- and no-alcohol, with more than 92 zero-alcohol options. Overall, we are well positioned to grow ahead of the category, with leadership positions in 50 markets, a footprint weighted towards faster-growing regions, and strong positions in premium and low- and no-alcohol. In India, we have strong local brands like Kingfisher, with Kingfisher Ultra helping address the premium segment. Global brands, including Heineken and Amstel, are also present and growing. The Heineken brand has been a major global success over the last five years, and that momentum is beginning to show in India too.Q: What has been the impact of the global geopolitical turbulence on Heineken?A: Heineken is monitoring three dimensions closely: immediate supply risks in markets where inventories or energy-related inputs may be tight; inflationary pressure caused by scarcity and disruption; and scenario planning across markets. Despite the uncertainty, the company recently reaffirmed its profit outlook range, reflecting confidence in its ability to allocate resources carefully and mitigate costs.Q: Is India becoming an export base for Heineken?A: Not yet in a major way, partly because even inter-state movement within India is shaped by regulation. However, Kingfisher has international resonance and demand in some overseas markets, especially where there is a strong Indian diaspora. Heineken is exploring opportunities in markets such as the UK and potentially the US. India is not yet a broad manufacturing hub for the world in Heineken’s system, but the export potential of Indian brands, especially Kingfisher, is being taken seriously.
