The Supreme Court bench comprising Justice Surya Kant and Justice Ujjwal Bhuyan on September 13 granted bail to Delhi Chief Minister Arvind Kejriwal in a money laundering case filed by the Central Bureau of Investigation (CBI) against him. Kejriwal was arrested on June 26 by the CBI, before his hearing commenced in the Supreme Court for bail in the Enforcement Directorate’s case against him in the liquor policy scam.
Following the conditions, Arvind Kejriwal resigned as Chief Minister, and in his place Atishi Marlena has been made the Chief Minister.
With his bail, the Aam Aadmi Party is rejoicing as earlier the apex court had given bail to the former Deputy Chief Minister, Manish Sisodia and Rajya Sabha MP and senior leader of AAP, Sanjay Singh, besides, K. Kavitha, MLC and daughter of former Chief Minister of Telangana, K. Chandrashekar Rao. The bail for these leaders, AAP says is vindication of their claim that the Centre had falsely implicated them.
Bail conditions
The two judges delivered separate judgments, but agreed that Kejriwal satisfies the triple condition for the grant of bail. The judges said that as the chargesheet had been filed in the case and that the trial is unlikely to be completed in the near future, it granted him bail with the condition that he cannot visit the office of the Chief Minister and the Delhi Secretariat. Importantly, he is not to comment on the case while on bail.
Justice Surya Kant said that there is no impediment in terms of arresting a person already in custody for the purposes of investigation, whether for the same offence or for an altogether different offence. The Appellant’s arrest by the CBI was thus entirely permissible, in light of the Trial Court’s order dated June 25, 2024. The judge said the evolution of bail jurisprudence in India underscores that the issue of bail is one of liberty, justice, public safety and burden of the public treasury, all of which insist that a developed jurisprudence of bail is integral to a socially sensitised judicial process. The judge added that Kejriwal will not make any public comment on merits of the case and that the conditions imposed in the Enforcement Directorate matter shall apply in this case also.
Justice Ujjal Bhuyan said in so far as the arrest of the appellant by the CBI is concerned, it raises more questions than it seeks to answer as for 22 months, the CBI did not arrest him but after the Special Judge grants regular bail to the appellant in the ED case, the CBI sought his custody.
“In the circumstances, a view may be taken that such an arrest by the CBI was perhaps only to frustrate the bail granted to the appellant in the ED case.” The judge added the power to arrest is one thing but the need to arrest is altogether a different thing. “Just because an investigation agency has the power to arrest, it does not necessarily mean that it should arrest such a person.”
Justice Bhuyan said that the CBI should not be perceived as making the arrest in high-handed manner and must dispel the impression that it is a ‘caged parrot’ of the Central government.
The Judge said that the CBI, being the primary investigative agency, must not give any indication that the investigation was improperly conducted. Indeed, it is imperative to make every attempt to dispel any impression that the inquiry is not conducted impartially and that the arrest was made in an arbitrary and discriminatory way.
Additionally, Justice Bhuyan said, “I have serious reservations on the conditions which bar Kejriwal from entering Secretariat or signing files, but I am not making comment due to judicial restraint as it was in a different ED case.”
Star campaigner
The Aam Aadmi Party which is celebrating Kejriwal’s return said that he will continue to oversee governance and work in Delhi “will not stop”. “Arvind Kejriwal is the chief minister of Delhi, who heads the council of ministers and oversees governance via ministers of various departments. He is fully empowered to give directions to all his ministers so that work can be done in public interest,” AAP said in a statement.
“The only files that are signed by the chief minister are those that have to be sent to the LG for which he has permission from Supreme Court. Therefore, no work of the people of Delhi will stop,” it added.
Several important policy decisions, including the flagship Mahila Samman Nidhi Yojana – a scheme to provide financial assistance of ₹1,000 to all women aged above 18 – which was announced in the Delhi budget this year; dearness allowance for daily wagers; Delhi Start-Up Policy; Dilli Bazaar Portal; Cloud Kitchen Policy; Food Truck Policy; City’s Logistics Plan; Delhi Electronic System Design, Manufacturing, and Refurbishment (ESDMR) Policy 2022-27; and Industrial and Economic Development Policy 2023–33 are ready and need approval of the cabinet which is headed by the CM.As AAP’s star campaigner, his release has come at an appropriate time for the party as it is contesting all seats in the upcoming Haryana Assembly elections.
Johnnie Walker, The Glenlivet, Indri, Bacardi, Patrón, Campari, Jameson, Kingfisher, Himalayan, and Schweppes dominate the list
71 Indian Brands Make the Top Ten List in different categories
A recent report ranks India’s ten most popular consumer brand choices across twenty different alcohol and non-alcohol categories, including Vodka, Single Malt, Gin, Beer, Rum, Aperitifs, Mixers, Water, and more. The report is based on direct responses from bar owners, head bartenders, and bar and beverage managers of 116 top bars in the country, spread across 15 cities in a dozen states. An impressive 616 brands were mentioned in this year’s survey, reflecting the diversity of India’s drinking culture.
The brands that top the survey rankings include Bombay Sapphire in the Gin Category; Grey Goose in Vodka; Jägermeister in Liqueurs; Patrón in Agave; Bacardi in Rum; Campari in Amaro/Aperitif; Hapusa in Indian Craft/Native Spirits; Indri in Indian Single Malts; Indri in Indian Premium Whiskies; Johnnie Walker in Blended Scotch/Malt; The Glenlivet in International Single Malts; Jameson in International Whisky; Hennessy in Brandy & Cognac; Sula in Indian Still Wines; Jacob’s Creek in International Still Wines; Moët & Chandon in Sparkling Wine; Kingfisher in Indian Beer; Corona in International Beer; Himalayan in Water; Schweppes in Mixers.
Mix of bars from across cities
As with the 2023 edition, ‘What India is Drinking 2024’, despite its name, is focussed on a small slice of the country’s giant liquor market – the drinking habits of Indians who frequent premium bars in the country’s biggest cities. The list of bars is drawn is a mix of independent bars, restaurant bars and hotel bars. No sales figures were asked for, and no sales figures were provided, 30BestBars said.
It further mentioned that each respondent was asked to rank their 5 top-selling brands over the past year, across important categories such as Whisky, Vodka, Gin, Wine, Beer, Rum, Wine, Mixers, Water and many others. In some of the minor categories, the respondents were asked to name their top 3 top-selling brands. The brands mentioned could be Indian or International, unless specified otherwise. A weighted average system was used to arrive at the final tally. With burgeoning interest in cocktails across the country, the survey also has listed the most sought-after cocktails in these bars. It targetted five popular spirit segments for cocktails – Gin, Vodka, Agave, Rum, and Whisky – for this exercise.
INDSPIRIT 2024 and Ambrosia Awards 2024 was held recently in Gurgaon, Haryana in front of a packed audience.
Join us at INDSPIRIT 2024 for an invigorating Keynote Address by Vijay Rekhi, the visionary Chairman & Managing Director of Vizanar Alcobev & FMCG Advisors LLP. Dive into an inspiring session titled “Empowering India: Unleashing Entrepreneurial Potential for a Brighter Tomorrow.”
In this pivotal keynote, Vijay Rekhi shares groundbreaking insights and strategies on nurturing entrepreneurship and innovation within India. Discover the keys to unlocking your potential, fostering growth, and driving meaningful change across industries. Whether you’re an aspiring entrepreneur, a seasoned business leader, or simply passionate about India’s economic future, this session is designed to spark a wave of entrepreneurial spirit across the nation.
Stay Tuned: Subscribe and hit the notification bell to get updates on all things INDSPIRIT 2024. Share your thoughts and questions in the comments below, and let’s engage in enriching discussions on the future of the alcobev industry.
Follow Us on Social Media for more such reviews & updates on the Alcobev Industry!
INDSPIRIT 2024 and Ambrosia Awards 2024 was held recently in Gurgaon, Haryana in front of a packed audience.
Dive into the heart of the alcobev industry with the inaugural address of INDSPIRIT 2024, delivered by Trilok Desai, the visionary Publisher & MD of Ambrosia & SAP Media Worldwide. As we celebrate the 16th edition of this iconic event, get ready to explore the dynamic shifts and growth trajectories shaping the future of alcohol beverages in India and beyond.
Don’t miss out on this comprehensive overview of today’s alcobev landscape, filled with expert analysis, future forecasts, and a celebration of industry achievements. Whether you’re a professional in the field, an enthusiast, or simply curious about the evolving world of alcoholic beverages, this video promises insights and inspirations aplenty.
Stay Tuned: Subscribe and hit the notification bell to get updates on all things INDSPIRIT 2024. Share your thoughts and questions in the comments below, and let’s engage in enriching discussions on the future of the alcobev industry. 🔗
Follow Us on Social Media for more such reviews & updates on the Alcobev Industry!
The 16th edition of the prestigious Ambrosia Awards 2024, organized by Ambrosia Magazine – the Wine and Spirits Magazine, celebrated the finest achievements in the Alcobev industry at a gala event. Recognizing excellence in products, packaging, and individual categories, the awards showcased the industry’s best and brightest talents.
Ambrosia magazine, now in its 32 nd year, continues to be a hallmark of excellence in the industry. With a focus on blind tastings for the product category, the awards ensure a fair and unbiased selection process, akin to top international standards.
Trilok Desai, MD and Publisher of SAP MEDIA WORLWIDE LTD, remarked, “The Ambrosia Awards stand for excellence, and our international jury ensures that only the best are honored. Each year, we witness remarkable advancements in product quality, packaging, and technology, setting global benchmarks.
Vijay Rekhi launching Cheers 3rd Edition Coffee Table Book with authors Trilok Desai & Bhavya Desai
Another highlight of the evening was the launch of the 3rd Edition of Cheers – Coffee Table Book, authored by Trilok and Bhavya Desai. The book, inaugurated by Vijay Rekhi, CMD of Vizanar Advisors, and Former President and MD of United Spirits Ltd (USL), commemorates the industry’s journey and milestones.
Shiv Kumar Reddy, MD, Seven Seas Distillery Private Limited accepting the AwardAmar Sinha, COO, Radico Khaitan accepting the AwardAbhishek Khaitan, MD, Radico Khaitan Limited acceppting the Award on behalf of Dr. Lalit KhaitanVijay Rekhi and Mr. Gandhi’s family member accepting the Award
Among the individuals recognized, Shiv Kumar Reddy, Managing Director of Seven Seas Distillery Private Limited, was awarded Entrepreneur of the Year. Amar Sinha, COO of Radico Khaitan Ltd, was named Business Leader of the Year. Dr. Lalit Khaitan, Chairman and MD of Radico Khaitan Ltd, received the Ambrosia’s Paramount Achievement Award for his outstanding contributions, achieving the status of India’s newest billionaire. The Lifetime Achievement Award (Posthumous) was presented to Mr. S.S Gandhi, Former President of United Spirits Ltd, honouring his significant impact and achievements in the industry.
This Product Jury included:
Jury Members at the Tasting Session
Bernhard Schafer – A Whisky Expert, Spirit Consulting and A Master of Quaich
Stephen Beal – Senior Master of Whisky, Chairman of The Council of Whisky Master 2024
Dr. Binod. K. Maitin (PhD) – Technical Expert & Former SVP and Head of Technical Centre USL
Eddie Nara – CSE & Spirits Expert
Ajoy Shaw – DipWSET Winemaker, Consultant and International Wine & Spirits Judge
Julie Lee – Industry Expert and Entrepreneur
This Packaging Jury included:
Jury Members at the Packaging Session
Prof. K Munshi – Industrial Design Centre, IIT Powai
Shekhar Amberkar – Asst. Director, Indian Institute of Packaging & Head of International Packaging Centre
Pratish Mepani – Founder of SMBD Group
For More Information Follow Us on our Social Media Handles:
Taking over the reins of one of the biggest companies in the market, can never be an easy task, especially when the daunting objective is to ensure double-digit growth, drive revenue and increase profits. Add to that, the first woman to lead the business, but Hina Nagarajan, Managing Director and CEO, Diageo India has not only successfully achieved this, but also surpassed many other feats. She speaks to Bhavya Desai about her journey, future objectives and more. Excerpts:
Since you took over, you’ve made incredible strides towards ensuring that the company becomes net debt free. How have you managed that?
The task ahead of me when I took charge in 2021 was to bring our Diageo India business on a sustained double-digit growth path, especially driving revenue and profitable share in the premium and prestige segments of the Indian alcohol market. Together with my leadership team, we made some strategic choices to win in this decade and beyond.
I led the execution of our portfolio reshape with the objective of accelerating premiumisation-led growth while delivering our guidance of mid to high teens margin. We completed the strategic review of our Popular brand portfolio, resulting in the sale of 32 mass brands and franchising of 11 brands in September 2022.
Our commitment to premiumisation is evident in our investments over the past years. We’ve introduced new products and innovations such as Royal Challenge American Pride, Epitome Reserve’s second limited edition of Peated Indian Single Malt in Goa, and Godawan, a unique single malt from Rajasthan. Additionally, our minority stake in Nao Spirits, the makers of Hapusa and Greater Than, underscores our strategy to grow in the luxury and premium segments, particularly in scotch, where we lead the market.
We also redefined our offerings in the Upper Prestige segment with unique products that resonate with new consumer trends. Furthermore, our efforts to premiumise and reposition brands in the Lower & Mid Prestige segments, such as McDowell’s No.1 Whisky and Royal Challenge Whisky, are part of our strategy to respond to evolving consumer needs.
With the consumer at the heart of our business, the strength of our reshaped portfolio, and the investments we are making to accelerate our strategic priorities, we have been able to deliver our mission of profitable double-digit growth for our business and in the process, wiped out our cumulative losses and declared dividend for the first time since acquisition a decade ago.
Having set on this path, what is Diageo’s next objective – in the coming years?
We feel extremely positive and excited about the future of the alcobev industry in India. The biggest transformation that we see is a whole new generation entering adulthood driven by a different, positive, and progressive set of values. India is in the middle of deep societal change led by women, youth and boom towns. This along with a massive growing need to ‘drink better, not more’ across all segments, is in line with our vision for the category.
The premiumisation trend will continue to stay strong with rising affluence. By 2030, 45% of Indian households (approx. 175 million households) will be in the upper mid and high-income groups. We see a big opportunity, not only to leverage this trend through our incredible portfolio of global and IMFL brands, but also to position Indian whisky as a characterful, distinct, high-quality offering by bringing the best of people, processes, and ingredients together to create bespoke liquids that are ‘Made in India’ for the world.
Our mission is to be a top CPG (Consumer Packaged Goods) company in India delivering sustained double digit topline growth with mid to high teen margins and long-term value to all our stakeholders. With this new strategy, we aim to deliver our Mission through 3 pillars that form the essence of our mission:
Reshaping our portfolio with a focus on accelerating premiumisation-led growth, while delivering our guidance of mid to high teens margins.
Creating an Organisation of the Future – We are building a future-ready organisation by investing in our talent, introducing market-leading policies and driving digital capabilities.
Defining and executing an ambitious role for Diageo in Society 2030 focusing on promoting responsible consumption, championing inclusion & diversity, and pioneering grain-to-glass sustainability which includes preserving water for life, accelerating to a low-carbon world and lastly, becoming sustainable by nature.
Keeping our customers as our main focus, along with the reshaped portfolio of our products and the investments we’re making to accelatate our strategic goals forward, we are confident of growing our business in a steady and sustainable way.
How has the consumer landscape changed over the years in the industry?
India is in the middle of deep societal change led by rising affluence, women, youth and boom towns. The biggest transformation that we see is a whole new generation entering adulthood driven by a different, positive, and progressive set of values. This trend expands to middle India and boom towns which are undergoing a remarkable transformation, fuelled by high aspirations and digital revolution where consumers are looking for premium brands, products, and experiences. The new consumer cohorts are driven by values of authenticity, individuality, local pride and collaboration with women building a more inclusive consumption narrative.
Digital has also been a big game changer. Most consumer journeys begin on digital with discovery, information, inspiration – informing them of their choices and behaviour and most of all aspiration and desire for what they want. If we look at the alcobev category, consumers are choosing different products for different occasions and need.
This means that repertoires are expanding from whisky to gin, vodka, rum, aperitifs, cocktails, etc. Consumers today choose to drink better, not more, leading to premiumisation of the alcobev category. At Diageo , we are responding to these structural shifts in consumer choices and behaviour, pivoted around premiumisation, wellbeing and sustainability. This new, changing, and vibrant India presents a huge opportunity for us.
You are the first woman to lead the business at the company. How do you think this encourages and inspires others across industries?
My appointment sparked interest and garnered positive attention, which reflects the breaking of traditional barriers especially in the alcohol beverage sector. As a woman CEO in alcobev, traditionally a male dominated industry, I see this as an opportunity to change the paradigm of this industry to make it more inclusive and normalise the narrative.
Our efforts are making a difference, leading to an environment where joining our sector feels no different from any other industry for women. At Diageo India, our commitment lies in building a workplace where everyone feels included. 50% of our Executive Committee and 35% of our senior leadership team comprises of women. We believe that a diverse leadership helps create a more balanced and well represented workforce. We’re making this happen by welcoming women into various leadership positions, ensuring we drive change right from the top.
Seeing more women in our company is truly encouraging. Their presence brings fresh ideas and perspectives on how we approach our products, market them, and innovate. This enriches our connection with customers and broadens our talent base, helping us to stand out and succeed in a competitive market. And hopefully, this encourages and inspires others to do more.
With sustainability being a rising factor amongst consumers today, how is Diageo moving towards a more sustainable tomorrow?
We at Diageo strongly believe that social and environmental impact and profitability are not two separate goals but rather interlinked. As one of the world’s largest beverage alcohol producers, we believe that we are ambassadors of our industry and aim to be the best we can – at work, at home, with friends, and in the communities we serve.
Sustainability is at the heart of our business strategy and is outlined in our Society 2030: Spirit of Progress ESG action plan. Our Society 2030 agenda is focussed on pioneering grain-to-glass sustainability, championing inclusion and diversity, and promoting responsible consumption.
Pioneering grain-to-glass sustainability plays a pivotal role in our Society 2030 goals and is embedded throughout the process and focusses on three key aspects; preserving water, lowering carbon emissions, and becoming sustainable by design.
In terms of preserving water we have overachieved our water replenishment target by 25% and three years ahead of our 2026 goals. We have improved our water use efficiency by 44% in our distilleries and 30% in our packaging processes, against the 2030 goal of 40%.
Women and girls are disproportionately affected when communities don’t have access to clean Water, Sanitation and Hygiene (WASH) facilities. We’re investing in such projects to empower women by providing sustainable water access and rebalancing their societal roles in more than 30 villages.
At the state level, we have partnered with Forest Department in Rajasthan and Maharashtra for mass plantation projects to improve green cover, protect soil, improve percolation and support biodiversity. In Alwar we have initiated efforts for desilting ponds, constructing check dams, improving drainage systems, to name a few. Measures like maintaining Zero Liquid Discharge status, rainwater harvesting pits, and others were adopted. We have also launched an afforestation drive to plant 2 lakh trees to offset residual greenhouse gas emissions.
We are making good progress in reducing our carbon emissions, and have committed to becoming Net Zero by F26 in our direct operations by mitigating our Scope 1 & 2 emissions and reduce 50% of our Scope 3 emissions by 2030. Our sustained efforts have resulted in industry-recognitions by Sustainalytics recognising the company as a “Top-Rated ESG Performer for 2022 and 2023” and our Alwar unit in Rajasthan,
has achieved the Alliance for Water Stewardship (AWS) certification, making it the first distillery in Asia to attain this certification.
In our efforts to becoming sustainable by design, we have removed mono cartons from 90% of our portfolio. In addition, we have introduced biodegradable packs as well as recyclable PETs in some of our brands and continue to expand it to others. This is aligned to our global mission to ensure 100% of our packaging is widely recyclable or reusable/compostable by 2030. Over 99% of materials used are recyclable. On glass, we have initiated light weighting of our bottles.
Our brands like ‘Signature by Nature’ uses 40% recycled glass for the glass bottle and is associated with Mangrove Plantation in Puri, Orissa where 30,000 Mangroves seedlings are being planted in five villages. These mangroves can sequester carbon up to 2-4 times faster than a mature tropical forest.
Our ESG agenda is owned by senior leadership levels including the board, which monitors the same through a CSR and ESG Committee. The ESG Index report we release annually highlights our progress mapped against each of the three pillars and we have witnessed remarkable achievements.
Our ambition is to be the forerunner in the Indian Consumer Product Goods (CPG) industry on ESG and create enterprise value.
What is Diageo’s roadmap for India with most companies betting big on the Indian markets? What is the next big product category that Diageo is focussing on for the coming years?
Diageo India is responding to structural shifts in consumer choices and behaviour, pivoted around growing affluence, premiumisation across categories, and quest for experiential and experimentation, through its refreshed business strategy focussed on premiumisation and focus on transformational innovation and renovation. We have a future back approach to our innovation pipeline and use a proprietory framework called Foresightto determine where trends will go few years from now.
It is for this reason that we have launched Royal Challenge American Pride which caters to the growing consumer preference for bourbon, renovated Signature to be the most sustainable brand in its segment , developed the Naya Sher campaign encouraging youth to take bold , confident steps forward for our Royal Challenge packaged drinking water as well as launched Walkers & Co – a platform to celebrate bold boundary pushers. We launched Don Julio tequila in the country in response to the growing traction for Tequila consumption in the country. We are also scaling up Baileys given the affinity for desserts in India.
We will continue to use Foresight to guide us on innovations for the future and bring the best of both our global, as well as Made in India portfolio, to cater to the evolving needs of Indian consumers.
While your association ISWAI has been representing centre and states for rationalisation of taxes including GST/Excise etc., do you expect centre to bring reform in the alcobev sector? How do you think this move will be beneficial?
ISWAI has been in talks with State Governments to rationalise high excise duties. It has made representations to the authorities time and again as manufacturers of alcohol beverages (Alco-Bev) continue to face shrinking margins due to high taxes, along with soaring inflation and import tariffs. The biggest barrier faced by the industry is freedom to price its brands. ISWAI continues to advocate for pricing freedom, especially for premium brands, as this will help the industry to overcome inflationary pressures. There are also several other regulatory and operational barriers which hamper ease of doing business for the industry. We have seen positive steps from the government on resolving some of these issues. ISWAI will continue to work proactively with various government bodies on these matters and is hopeful that the state governments will consider a harmonised tax structure as well as an acceptable annual pricing mechanism for the sector and continue to support ease of doing business for our industry.
Jim Murray stands as a prominent figure and key player in the global whiskey scene, having held the title of the world’s first full-time whisky writer for over three decades. The 2024 release of his widely successful “The Whiskey Bible” marks the 20th anniversary of the publication. Maintaining a staunch commitment to independence, Jim fearlessly critiques those deserving of scrutiny and advocates for whiskies that were once overlooked or unfamiliar.
In the present day, the likes of Ardbeg, Pure Irish Pot Still, and Canadian and Japanese whiskies such as Yoichi and Yamazaki have gained widespread popularity, thanks in no small part to Jim’s daring efforts to bring them into the public eye. Despite facing criticism and occasional attempts at character assassination, Jim’s bold choices have significantly shaped the current whisky segment.
In a conversation with Ambrosia, Jim shared insights into his passion for the spirit, details about his personal life, encounters with setbacks and comebacks, and perspectives on emerging whisky trends and Indian distilleries.
What led to your transition from journalism to becoming the world’s first full-time whisky writer, and are there any interesting stories or experiences from your journey you’d like to share?
I began my career in journalism covering sports and general news, gradually diving into more intense subjects like murders and special investigations while working for national newspapers. Amidst these experiences, my first encounter with a distillery occurred in 1975 during a hitchhiking expedition across Scotland. Boarding a boat bound for Skye, I visited the Talisker distillery, and it literally changed my life.
The vibrant sensory details of the distillery – the colours, smells, sounds, and the meticulous process – left a lasting impression on me. As a journalist, I used to get to travel a lot. Tasting whisky straight from the barrel with its 60% alcohol content was a revelation, and it sparked a personal interest. From the age of 17, during my spare time, I started making personal notes on whiskies, differentiating their unique qualities. By 1989, I began writing and selling articles about whisky globally, all while maintaining my role as an investigative journalist.
In media publications, I noticed a gap in whisky coverage. Wine writers were handling whisky topics with incorrect terminology and descriptions. Convinced I knew more about whisky, I considered transitioning into whisky writing. This decision faced resistance, especially as it meant giving up a stable income. Despite the initial resistance from my wife, in 1992, I took the leap, becoming the world’s first full-time whisky writer.
Back then, there were no whisky festivals or visitor centers, maintaining a sense of mystique around the industry. Breaking into the scene was tough. For years, I earned little, even became a single parent. Despite financial challenges, I persevered, creating fresh content for the emerging market. The books I wrote brought in money, but research costs were high due to the lack of prior literature on the subject. Believing in the cause, I endured the financial strain, comparing it to the pain barrier in athletics. It’s been a journey with continuous challenges, drawing parallels to my days as a long-distance runner facing a tough race.
A pivotal moment occurred during a meeting with Jim Milne, a J&B revered blender, who has been blending since the 1950s. In a seminar he conducted, whiskies labelled X, Y, and Z were presented without disclosing the distillery names. Upon nosing one of the whiskies, I asserted, “This doesn’t belong in your blend; it’s Fettercairn.” To this, he acknowledged, “Indeed, that is Fettercairn, and it’s included here only because of an oversight.” By identifying a misplaced sample, I earned the blender’s respect and was urged by him to share my opinions on whisky. This encounter led to a realisation – my extensive self-guided apprenticeship in studying whiskies positioned me uniquely.
Unexpectedly discovering my heightened olfactory senses (got to know I had a unique skill set, ranking in the top 2% for sensitive noses), this breakthrough moment changed my perception, realising I could sense and appreciate whiskies in a distinctive way. I ventured into consulting as a blender, complementing my role as a writer. This unforeseen skill set, acknowledged by one of Scotland’s most respected blenders, allowed me to contribute to the whisky industry in ways I had never imagined.
What is your typical approach to whisky tasting? Are there specific methods or techniques you adhere to during the process?
My approach to whisky is akin to that of a blender. I first identify any flaws in the whisky before acknowledging its merits. This involves deducting points for aspects like added caramel, an imbalance of oak flavours that overpower the malt, and any weaknesses that detract from the overall quality of the whisky. I can discern whether a whisky has been meticulously crafted or hastily put together.
When it comes to public awareness, blind tastings are crucial to eliminate biases. People often have preconceived ideas about certain whiskies, which can influence their perception. Therefore, I conduct blind tastings to remove any biases and judge the whisky solely on its merits. When compiling my Whiskey Bible, I don’t taste blind as I need to consider the distillery’s style and whether the blender has captured its essence. I assess the whisky’s complexity and intended profile before making judgments.
My tasting method, dubbed the “Murray Method”, involves avoiding strong perfumes, water intake, and spicy foods to keep my senses sharp. Strong perfumes can interfere with the senses, affecting the ability to discern aromas accurately. Additionally, I avoid consuming spicy foods while working, ensuring my taste buds remain undisturbed and receptive. However, recognising the cultural practices, I understand that asking Indians not to eat spices isn’t practical, given their culinary preferences. In 1997, I authored “Jim Murray’s Complete Book of Whiskey: The Definitive Guide to the Whiskeys of the World”, which gained significant popularity, selling over a quarter million copies. While discrepancies in numbers and subsequent editions may have altered the count, the book’s success is evident.
I’ve come across articles critiquing the book “Whiskey Bible”, accusing it of being sexist. However, generally, I’ve noticed that descriptions of food in a sensual manner are common in many publications. How do you respond to this perspective?
You need to grasp the immense impact of this book. It sparked the rise of Indian whisky and catapulted Japanese whisky to new heights. I awarded World Whisky of the Year to a Japanese whisky, leading to a whopping 3 billion dollars in revenue for them. Despite this success, I personally didn’t gain financially because I don’t accept kickbacks. I maintain complete independence. However, there’s a phenomenon known as industrial espionage, where some individuals might see the power of this book as a threat.
This book is pivotal because, like food and drink share common ground: sight, smell, taste, and touch. These senses, when combined, create a sensual experience. If people in the industry argue that whisky isn’t sexy, they probably shouldn’t be part of it. As a writer, honesty is of utmost importance. The motto of the Whiskey Bible is “the truth, always above all”. Criticism requires integrity and candour.
Some distilleries hold a grudge against me because I refuse to engage in their marketing tactics or succumb to their influence. Despite my disdain for those attempting to control me, I remain impartial in assessing the quality of their whisky. I won’t conform to the prevailing trends, particularly the notion of labelling everything as an anti-feminist crime. Personally, my marriage met its demise when I embraced the role of a whisky writer, a sacrifice I made for my career. The constant globetrotting has hindered the possibility of forming lasting relationships. I’ve never remarried, but it’s not due to a lack of romantic inclinations. Unfortunately, my genuine love for others has been weaponised by jealous individuals aiming to undermine the influence of the Whiskey Bible. Frankly, I feel sorry for these people, in their pursuit to tarnish my reputation, reveal a certain poverty in their character.
During a recent visit to Kentucky, a woman expressed admiration for my writings on whisky, considering it one of the most beautiful things ever shared with her. The hypersensitive woke culture on certain social media platforms seizes any opportunity to unleash their destructive tendencies, fuelled by baseless hatred. Many of these individuals are familiar with my identity and knowledge of whisky, yet they target me simply because I’m a convenient male figure to attack. This trend reflects the fragility of Western society.
Watching a stunning sunset often sparks a longing for someone to share the experience. Similarly, I take pleasure in sharing my love and passion for whisky with the world. I want to introduce people to the finer things in life.
Jim Murray at the launch of Amrut Bagheera and Portonova
When comparing Indian whisky to traditional whisky-producing nations, do you observe any notable differences?
The primary distinction lies in the heat when comparing it to traditional whisky-making countries. The maturation process in cooler climates allows for an important element: time. This time factor plays a vital role as tannins and other components from the environment have the opportunity to integrate and blend seamlessly. In contrast, hotter countries face a more accelerated maturation process, making it challenging to achieve the desired balance. Balancing whisky in warmer climates requires more effort and skill. While some argue that water quality influences whisky, the key is ensuring water is free from contaminants like pesticides and iron deposits, which can discolour the whisky. Interestingly, despite the romanticised notions surrounding water sources, many Scotch whiskies use tap water.
Unlike the present era filled with marketing gimmicks, the industry in the late ’80s and ’70s was less saturated with such tactics. Kentuckians, for instance, boast about having the best whiskey due to their water source originating underground, having been there for centuries, dissolving limestone and aiding fermentation. This stands in contrast to other Scottish distilleries, although not Glenmorangie and Highland Park, two renowned Scottish distilleries, which also derive their water from limestone, similar to the Kentuckians. I advocate for focussing on the contents of the glass rather than getting swayed by marketing claims on labels.
What trends do you perceive in the whisky industry, in your view?
Looking back at the whisky industry’s history, it’s been characterised by cycles of growth and decline. In the 1980s, whisky consumption dwindled as it was perceived as a drink of the older generation, with younger drinkers favouring lighter spirits. A common joke was that one could spot a whisky drinker by looking at the obituary column, as they were diminishing in number. This decline in blended whisky consumption led to an excess of single malt whisky sitting idle in distillery warehouses. It was during this time that efforts to promote single malt whisky, spearheaded by individuals like Michael Jackson, began to gain traction, revitalising interest in the category.
Similar to the boom in distillery construction in the 1890s, the recent surge in new distillery openings has created a crowded market. However, the current global situation introduces uncertainty, making it challenging for new distilleries to establish themselves and sell their products. Despite these challenges, smaller distilleries are poised to thrive, although they will face significant pressure. Nevertheless, it’s crucial for them to remain authentic and transparent in their approach to whisky production.
A concerning trend observed among some Irish distilleries is the practice of finishing whisky in various casks, obscuring the true character of the spirit. This approach detracts from the whisky’s identity, akin to wearing excessive layers of clothing that mask one’s true self. Moving forward, distilleries should prioritise honesty and authenticity to attract discerning consumers. The road ahead may be arduous, but it presents an opportunity for distilleries to redefine themselves and engage with consumers on a more genuine level.
Jim Murray at the launch of Amrut Bagheera and Portonova
How can Indian distilleries enhance their quality and global standing?
When considering the steps Indian distilleries can take, it’s important to acknowledge the unique dynamics in the Indian market. Unlike Scotland, India has a massive population of over a billion people, with a growing middle class. Over the past 30 years, I’ve witnessed significant changes in India, particularly in terms of economic growth and an expanding consumer base. The challenges faced by Scotch whisky in India may not be as pronounced, given the increasing number of people who can afford high-quality whisky. Notable distilleries, like Amrut and Paul John, have set a commendable standard, maintaining their commitment to excellence. In my early involvement with Paul John, I assisted in training their blender and witnessed their staunch dedication to quality. Several other Indian companies are also making strides in improving their whisky, demonstrating a continuous pursuit of excellence. While there is always room for improvement, the progress made in all these years is remarkable.
Comparing the whisky from three decades ago to the present would reveal a staggering leap in quality. This positive trajectory showcases the dedication and attention to detail exhibited by Indian distilleries. The success of Indian whisky on the global stage can be attributed to the determination of distilleries to make a lasting impression. Unlike some companies that may compromise on quality when relying solely on their brand name, Indian distilleries have prioritised maintaining high standards. The meticulous attention to detail is a driving force behind the success of Indian whisky. Even distilleries that were once considered mediocre have elevated their standards, while new entrants to the market are setting the bar even higher.
Indian Whiskies are experiencing a new high. With a growing drinking population the Indian alcobev industry is likely to boom to a new high.
In recent years, a formidable challenger has emerged from an unexpected corner of the world – Indian single malts. With their unique character and exceptional quality, Indian single malts have proven that they are more than capable of matching their Scottish counterparts.
One of the key factors that differentiate Indian single malts from their Scottish counterparts is the influence of terroir. India’s tropical climate, with its soaring temperatures and high humidity, creates a whisky maturation process unlike any other. The angel’s share – the amount of whisky lost to evaporation – is significantly higher in India, resulting in an accelerated aging process and intensifying the flavours within a shorter timeframe. This unique maturation process infuses Indian single malts with bold, robust flavours that tantalise the taste buds.
Amrut’s recognition placed India on the global whisky map, but Mohan Meakin pioneered Indian single malt whisky back in 1858, long before Amrut.
While Indri Diwali Edition’s win is celebrated in India, the perception differs internationally. Even though India strives for quality whisky production, global recognition is a work in progress.
Unlike established producers like Japan, India’s whisky prominence is relatively recent – the industry is shifting from the traditional older consumer to younger audiences, by diversifying consumption methods through cocktails.
More distilleries venturing into malt whisky production – Amrut, Paul John, Rampur, and newcomers like Piccadily aim for global market penetration amid rising Scotch whisky imports.
Indian single malts proudly celebrate the country’s rich heritage while incorporating modern techniques and influences. Distilleries often draw inspiration from local ingredients, spices, and cultural traditions to create whiskies that are uniquely Indian. From the use of Indian barley to the incorporation of regional flavours like cardamom, cloves, and saffron, these whiskies encapsulate the essence of India, offering a sensory experience that is both nostalgic and forward-thinking.
The meteoric rise of Indian single malts has not gone unnoticed in the whisky world. They have garnered numerous awards and accolades, winning over skeptics and enthusiasts alike. The recognition from renowned whisky experts and critics has solidified the position of Indian single malts as a force to be reckoned with in the industry. As more people discover the quality and complexity of these whiskies, their popularity continues to soar.
The emergence of Indian single malts has undoubtedly shaken the foundations of the whisky industry, challenging the long-standing dominance of Scotch whisky. With their distinct character, unique maturation process, and unwavering commitment to quality, Indian single malts have proven that excellence in whisky knows no geographical boundaries. As whisky enthusiasts and collectors seek out new and exciting expressions, Indian single malts stand ready to captivate their palates and leave an indelible mark on the world of whisky.
Despite the hype about the magnitude of Indian whisky compared to Scotch, actual consumption statistics show no drastic increase. However, global recognition for quality Indian whiskies has notably risen.
The bulk of India’s whisky market comprises blended and daily drinking whiskies, not just the premium single malts like Amrut/Paul John – underscores the dominance of everyday brands like Signature and McDowell’s. The knowledge and information of seasoned whisky enthusiasts have expanded significantly over the past five years, and they demand whiskies that are: high-quality; limited editions; priced conveniently available in a broader market.
Newer or curious consumers are gradually transitioning from lower-end to mid-segment whiskies, amplifying affordability in the ₹1500-₹2000 range.
While single malts garner recognition and elevate the industry’s stature, the substantial demand driving the industry’s profit lies within these affordable mid-tier whiskies.
Amrut’s pioneering strategy of launching single malts in the UK, rather than India, set a precedent for others like Paul John and Rampur. The idea was to create international demand that would pique curiosity domestically, a strategy that continues to shape the market.
The entry of big players like Diageo and Beam Suntory into India reflects the strategic shift to safeguard their market shares. Diageo’s move from importing Scotch to producing locally aims to counter the rising curiosity for Indian whiskies among consumers, particularly when price points are comparable.
Comparing Indian single malts with global counterparts – blind tastings often unveil the impressive quality of Indian whiskies.
Market acceptance remains a challenge due to the stronghold of brands like Johnny Walker and Chivas, deeply entrenched in the Indian consumer psyche.
Quality control emerges as a critical concern. Despite norms borrowed from the Scotch Whisky Association, the lack of a regulatory authority poses challenges. Looking ahead to 2024, manufacturers must grapple with the realities of production complexities and retaining skilled personnel. The absence of a consistent master blender/distiller in India points to the challenges of replicating Scotch whisky’s intricate craft.
Production transparency, along with quality control, demands attention, emphasising the need for a regulatory body to standardise practices. This prevents the replication of the Japanese whisky industry’s pitfalls, where lack of oversight led to a decline in repute.
International market alignment is crucial, but Indian single malt production capabilities are still dwarfed by Scotland. Expansion plans by major players like Amrut, Paul John, and Rampur indicate the industry’s growth trajectory.
The Future of Whisky Production
Accelerated maturation in India for quicker whisky development: The high Angel’s Share poses challenges due to significant evaporation losses. To counter this, distilleries are employing sophisticated warehouse management techniques to minimise losses and maximise output.
Exploration of alternate sources for key ingredients: Distillers are seeking sustainable and efficient means to procure essential elements for whisky production and exploring new avenues beyond traditional sources.
While currently in its nascent stages in India, there’s a growing emphasis on data-driven processes and automation. Techniques like employing spectrometers to analyse whisky flavours and aromas are being explored to ensure consistency and quality.
Manufacturers are associating with clubs and creating limited editions for various festivals like Diwali or Christmas. Brands are diversifying their offerings, aiming to capture consumer interest with specialised releases tied to zodiac signs, festivals, or master distiller editions.
Expansion into different spirit categories: This may redefine the industry landscape and provide diverse options for consumers beyond traditional whisky offerings. The future might also see a more adventurous consumer base exploring a wide array of whisky variants.
With millennials leaning towards fresher and lighter tipple, Heineken recently launched their Heineken Silver Draught beer in Maharashtra with the aim to make it available in other States soon. In an effort to educate the industry and the consumer, they also hosted a Star Serve programme that teaches the five steps on how their fresh draught beer should be served. Jacqueline Van Faassen, Head of International Premium Portfolio, Heineken India spoke to Bhavya Desai and Vincent Fernandes about the launch and plans moving forward. Excerpts:
The launch of the Heineken Silver Draught beer marks an important milestone for both, Heineken and United Breweries, who’ve been in India together since 2019. But while Heineken is a popular premium beer amongst the consumers, Van Fassen felt that the company was still missing on the draught experience, considering the trend where younger consumers are looking for a more fresher and lighter beer.
Heineken’s Global Draught Master, Frank Evers demonstrating the Five Star Serve Experience
The beer is already popular and available in the global markets and gets its freshness from utilizing natural ingredients like its A-yeast and 100% malt. And the brand is hoping to have similar success with the product in India as well.
Hence they launched the new Heineken Silver Draught beer with the initial launch market as Mumbai, Thane and Pune, which will be supplied from their Taloja factory with an aim to expand to the other States soon, most likely Karnataka once the draught is started brewing there. Apart from Taloja where most of the Heineken beer is manufactured, the company also has brewing plants in Telangana with development underway for another brewery in Mysore, Karnataka.
But what’s interesting is that Heineken is not only looking to capitalise on their new product but also are making efforts to educate the bartenders on how to serve the beer, thereby hoping to educate the consumer touchpoints and the industry as a whole. “This week we educate 400 bartenders on how to pour Heineken draft beer. This includes 200 today in Mumbai and another 200 bartenders in Pune later this week. They are important stakeholders for us since they make sure that bring it to consumers in the best way,” says Jacqueline.
The training programme was led by Heineken’s Global Draught Master, Frank Evers, which includes the five step serve process to give the consumers the best experience of the tipple. The steps include cleaning the glass with cold water, pouring it at a 45-degree angle with the right amount of foam and finally skimming the extra foam off. The foam protects the CO2 keeping the oxygen out making the beer fresh for a longer time says Evers. What’s also unique to the beer is its brewing process, which is horizontally fermented as compared to the other lager beers which are brewed vertically.
But while serving the beer at the right temperature and with the steps seem interesting, whether the end consumer on-trade is really partaking at these points remains to be seen. But Van Fassen is confident that with the programme and efforts to educate the bartenders, once the consumers are served the beer correctly, they will identify with the quality and freshness of the product. Jacqueline is also aware of the potential of the draught beer category as a whole with a huge market that can be tapped on. She also states that the plans are that unleash the draught beer across India as soon as possible. And to do that they are focusing on activities like partnering with popular sports events like Champions League football. Recently the brand also hosted the F1 races across bars in Mumbai to further build on that social recall.
