Yearly Archives: 2025

India achieves 20% ethanol blending target earlier than deadline

The Indian Sugar & Bio-energy Manufacturers Association (ISMA) has stated that India has achieved its target of 20% ethanol blending programme (EBP) with petrol five years ahead of schedule.

The early achievement of the 20% blending target, originally set for 2030, demonstrates India’s commitment to reducing dependence on fossil fuel imports while supporting rural economic development. The achievement represents dramatic growth from the modest 1.5% blending rate when the programme began in 2014 under Prime Minister Narendra Modi’s administration.

ISMA said that the EBP has delivered substantial economic and environmental benefits. Ethanol production surged from 380 million litres in 2014 to 6,610 million litres blended as of June 2025, while generating 69.8 million tonnes in carbon dioxide emission reductions.

The programme has provided significant financial benefits to India’s agricultural sector, with farmers receiving ₹1.18 trillion and distilleries earning ₹1.96 trillion over the period. The initiative has also helped India save ₹1.36 trillion in foreign exchange costs.

“This achievement is a monumental leap for India’s energy independence and rural prosperity,” said Deepak Ballani, Director General of ISMA.

“The government’s unwavering policy direction and visionary leadership have not only made this national success possible five years ahead of schedule, but have also set a powerful precedent for our collective future in green energy.” The sugar industry has played a central role in India’s ethanol economy, supplying biofuel derived from sugarcane juice, B-heavy molasses and other agricultural by-products, ISMA added.

India to finalise standards for 27% ethanol blending by August-end

The Union Minister for Road Transport and Highways Nitin Gadkari announced that India will establish the standard for 27% ethanol blending by the end of August. He made the statement while addressing the International Sugar Expo 2025, held as part of the 83rd Centennial Annual Convention of the Sugar Technologists’ Association of India (STAI).

Gadkari pointed out that Brazil has already achieved 27% blending and emphasised the need for India to catch up.  

Glasgow Distillery’s Limited Release of 1770 10-Year-Old Single Malt

Glasgow Distillery has announced the release of its second limited 10-Year-Old single malt, to mark a decade of whisky production. This special edition has been bottled in collaboration with one of Scotland’s leading whisky retailers, Royal Mile Whiskies. The limited release (340 bottles) to be released at Whisky Fringe in Edinburgh, will be available on royalmilewhiskies.com from August 11.

Glasgow 1770 10-Year-Old Sauternes Cask Matured is a single cask, unpeated single malt fully matured in a re-fill French Sauternes sweet wine barrique. The result is a fruity, delicate whisky with notes of poached pear, salted caramel, honey and tropical fruit, with a hint of cinnamon spice.

The bottling follows the inaugural 10-Year-Old release, which sold out in under twenty minutes in March and July’s trio of Small Batch Series expressions also matured in wine casks.

“It’s a big year for us at The Glasgow Distillery, as we celebrate 10 years since our first casks were filled. This is a truly special 10-Year-Old release, an American white oak cask that previously held Sauternes wine. Being a refill barrique, the Sauternes influence is present but not overpowering, adding depth and flavour, resulting in a perfectly balanced single malt while still showcasing our decade-old spirit. The caramel and malty characters of the American oak are complemented by the rich poached pears and tropical fruit imparted by the Sauternes wine, creating a harmonious balance of whisky and wood,” said Mike Hayward, Founder

“We’re delighted to have collaborated with The Glasgow Distillery on this exciting release. We’ve long supported the new wave of Scottish distilleries, and The Glasgow Distillery has firmly established itself as one of the most innovative and inspiring producers right now. Their diverse core range, along with an impressive Small Batch Series, showcases great flavour quality and accessibility. It’s no wonder they’ve built such a passionate community around their whiskies.”

“This single cask marks their first 10 years of whisky making and is one of the most interesting examples of Sauternes cask matured whiskies I’ve tried recently, showcasing a balance of fresh apricots, salted butterscotch and honey. We’re proud to be launching it exclusively at the 23rd edition of Whisky Fringe this year at Mansfield Transquair, where The Glasgow Distillery will be joining fellow established distillers in the main hall for the first time,” added Sam Brabbs, Head Spirits Buyer at Royal Mile Whiskies

Tasting Notes:
Nose: Notes of runny honey and rich vanilla with hints of floral orange blossom leading to baked apple pie, stewed pears and dried apricot.
Palate: Honeyed sweetness and notes of vanilla pods meet Seville orange marmalade, ripe mango, rich toffee and baked fruits, all underpinned by a welcome lasting minerality.
Finish: Rich, with a nutty oiliness alongside sweet butterscotch, baked banana, earthy nutmeg and a warming ginger and cinnamon spice.

Kerala to Launch Brandy

In a strategic push to boost local liquor production and capture the evolving preferences of Kerala’s spirits market, the state government has commenced construction of a state-owned brandy production facility at Malabar Distilleries Limited, Menonpara, Palakkad. The plant—a fully automated Indian Made Foreign Liquor (IMFL) unit—broke ground on July 7, 2025, and is expected to be operational within six months.

This marks Kerala’s formal entry into premium brandy manufacturing, aimed particularly at serving the northern districts, where brandy consumption dominates. In contrast, rum remains the preferred spirit in southern Kerala—a consumer insight that shaped both the location and product strategy of the initiative.

Scaling Up with Automation

The upcoming facility will house three fully automated production lines, capable of producing 13,500 cases per day. Initially, the plant will run a single shift employing around 40 workers, with plans to scale as demand increases. This is a significant leap from the current manual production of Jawan Deluxe XXX Rum, which yields only 6,000–8,000 cases daily.

Production at the plant will cover the entire value chain—from blending and bottling to capping and packaging—enabling complete in-house control and quality assurance.

A Jawan-Inspired Rollout

Although the brand name of the new brandy is under wraps, officials from Kerala State Beverages Corporation (Bevco)—the state’s liquor monopoly—hinted that the marketing strategy will mirror the successful template used for Jawan Rum, now a trusted name in Kerala’s IMFL landscape.

Kerala’s `20,000 Crore Industry

In FY 2023–24, Kerala reported liquor and beer sales worth ₹19,088.68 crore, a 3% increase from the previous year. Taxes and levies contributed a massive ₹16,609.83 crore to the state exchequer, underscoring liquor’s role as a fiscal pillar.

Kerala’s IMFL market accounts for 90% of liquor revenue, with brandy (35%), beer (33%), and rum (27%) dominating consumption. Premium liquors—priced above ₹1,000 per 750 ml—make up just 4% of the volume, highlighting a strong preference for affordable brown spirits.

Interestingly, only 20% of the liquor consumed is produced within the state, with the rest sourced externally—a gap the new facility aims to narrow.

Kerala also faces limited retail access, with just 0.8 outlets per lakh population. Bevco is working to enhance distribution by launching air-conditioned premium outlets at strategic locations like Kochi Metro stations.

The government is concurrently exploring the production of fruit-based wines and spirits—using pineapple, mango, and banana—to support farmers and diversify beyond grain-based alcohol.

The brandy project is being executed by Kerala Electrical and Allied Engineering Company Ltd., and is part of a broader blueprint approved in June 2022, with administrative sanction in July 2023, to establish five blending and bottling lines at Malabar Distilleries.

Originally set up in 2009 for IMFL production, Malabar Distilleries is now transitioning towards a premium spirits portfolio, aligning with the state’s ambitions to create a self-sustaining, publicly-led liquor ecosystem.

“The government sees liquor production as a sector that supports both employment and state revenue,” said Minister M B Rajesh. “We plan to begin production by February and ensure availability of high-quality liquor through public sector efforts.”

MPs Representing Agriculture and Wine Producers meet Amit Shah and Piyush Goyal

A delegation of Members of Parliament representing farmers and wine producers, led by MP, Supriya Sule met Union Minister of Home and Cooperation, Amit Shah and also Union Minister of Commerce and Industries, Piyush Goyal to discuss issues related to the farming community and wine growers.

The delegation led by MP Supriya Sule comprised Members of Parliament, Dharyasheel Mohite, Bajrang Sonawane, Nitin Patil, Bhaskar Bhagare, Balyamama Mhatre, and Hemant Sawara; the Vice President of Sula Vineyards, Sanjeev Paithankar, and the President of the- All India Wine Producers Association (AIWPA), Jagdish Holkar.

The meetings in Parliament House on August 19 brought to the notice of Amit Shah the issue of agriculture finance and how farmers were impacted by CIBIL ratings due to delayed loan repayments. Lending institutions, they pointed out, were not considerate to the farmers who due to vagaries of nature have not been able to repay interest or loans on time.

In the meeting with the Commerce Minister, the delegation discussed the tariff on wine under the Australia-India Economic Cooperation and Trade Agreement (ECTA) wherein the tariff has been reduced from 150% to 75% on wines (more than US$15 per bottle CIF), to come down to 25% after 10 years. For wines above US$5 and less than US$15, the rates are 100% and after 10 years 50%.

Buffalo Trace Kentucky Straight Bourbon Whiskey Review

Buffalo Trace Kentucky Straight Bourbon Whiskey is one of the most celebrated bourbons in the world, crafted by the renowned Sazerac Company. Over the years, it has received numerous accolades for its quality and craftsmanship, standing out as a classic American bourbon.

Interestingly, India reduced the import duty on bourbons to 50% earlier this year, paving the way for more premium labels to enter the country. Buffalo Trace has already made its way here and is priced at around ₹5,000 in Mumbai for a 750ml bottle (ABV 45%). It is also available in Goa, Delhi, Pune, and Chennai, where it may retail at a lower price.

What Makes a Bourbon?

Bourbon is a distinctive style of American whiskey, made with at least 51% corn and aged in new, charred oak barrels. While it is often associated with Kentucky, it can legally be produced anywhere in the U.S. An interesting point is that the spelling of whiskey in America is usually with an “e.”

A fun fact: Jack Daniel’s, which enjoys immense popularity in India, technically meets the definition of bourbon but is more widely recognized as a Tennessee Whiskey.

Why the Name “Buffalo Trace”?

The name pays tribute to the mighty American Buffalo, a symbol of rugged independence and pioneering spirit. It reflects the brand’s heritage and its homage to America’s early frontier history.

How It’s Made

Buffalo Trace Bourbon is crafted using a low-rye mash bill of corn, malted barley, and rye. The grains are fermented with a proprietary yeast strain, then distilled twice—first in a column still, then in a doubler—to refine the flavor.

It is aged for 6–8 years, considerably longer than most bourbons, in new charred American oak barrels. Once matured, the barrels are carefully selected and blended, ensuring that each batch matches the distillery’s “Gold Standard.” If it doesn’t meet the benchmark, it simply doesn’t get bottled.

The whiskey is produced at the historic Buffalo Trace Distillery in Kentucky, the oldest continuously operating distillery in the U.S., with over 200 years of heritage. It has earned the title of the World’s Most Award-Winning Distillery.

The Master Distiller

Buffalo Trace has been shaped by legendary names such as Colonel E.H. TaylorGeorge T. StaggWilliam Larue Weller, and Elmer T. Lee. Today, the bourbon is overseen by Harlen Wheatley, who became Master Distiller in 2005. He is the sixth Master Distiller since the Civil War era.

Packaging

The bottle design is classic and understated, reminiscent of vintage whiskey bottles. The front label is simple yet striking, featuring the image of a buffalo alongside the brand name. The side label details the whiskey’s heritage and production.

Notably, Buffalo Trace contains no added color—its rich amber hue comes naturally from years in charred oak barrels.

Nosing Notes

  • Strong notes of vanilla, caramel and brown sugar
  • Hints of honey and toasted oak

Tasting Notes

  • Complex aromas of vanilla, mint, and molasses
  • Flavors of brown sugar, spice, oak, toffee, dark fruit and anise
  • Smooth, balanced and layered

How to Enjoy

Buffalo Trace is best enjoyed neat or on the rocks, though it works equally well in a classic bourbon cocktail. In India, many drinkers may prefer it mixed, but its smoothness makes it worth trying in its pure form.

Conclusion

Buffalo Trace Kentucky Straight Bourbon Whiskey delivers an impressive balance of flavor, smoothness, and heritage. While bourbon isn’t as widely consumed in India compared to Scotch or blended whiskies, Buffalo Trace offers a premium experience that justifies its reputation.

At ₹5,000, it may be a niche purchase, but for those who enjoy Jack Daniel’s or other American whiskeys, Buffalo Trace is a natural next step. Its quality explains why it continues to win awards worldwide – and why it deserves a place on your shelf.

Beer Industry Hit by Cans Shortage

India’s beer industry is facing a shortage of aluminium cans, thus impacting the sales of canned beer. As per some estimates in the media the short supply could be around 12 to 13 crore and the beer industry is finding it difficult to keep up with the demand.  

United Breweries Limited (UBL), a leading beer manufacturer and part of HEINEKEN Company, has confirmed that packaging delays have led to a 1 to 2 percentage point loss in growth of beer over the past six months. The Managing Director and CEO of UBL, Vivek Gupta in a Q1 FY26 earnings call mentioned that cans represent 22% of their overall business but are critical in key markets.

The limited production capacity of India’s three domestic can manufacturing plants, two owned by international giants Poland-based Canpack and US-based Ball Beverage Packaging, have affected the supply chain. All aluminium used for cans is imported, as the specific gauge required is not produced domestically, further straining supply chains. According to a source, Ball Beverage is planning capacity expansion and ‘talks are going on’, similarly Canpack which is the market leader is also investing in capacity. While capacity is one aspect, the industry is facing challenges from the Bureau of Indian Standards (BIS) with regard to certification, as the process is adding to delays, the source added.

Surging Demand, Continue to Import

The situation on the ground is that production capacities have not kept pace with demand. Though India is the second-largest aluminium producer globally, yet its domestic manufacturing alone can’t meet surging demand across industries, from construction to automotive and packaging.

In FY2025, imported aluminium accounted for a staggering 54–56% of India’s total consumption, highlighting deep import dependence.

Canned Beer Revenues Still Healthy

Despite the strained supply chain, revenues from canned beer segment are impressive. Research from WantStats Media indicates that the revenue of the Indian beer market by packaging type in 2024 was approximately $16.25 billion from Cans and $18.45 billion from Bottles. So, in value and volume terms, bottlesled the market, a market which is predominantly a glass-bottle market.

The cans segment is growing fast due to various features such as convenience of carrying, faster cooling, high recycling rate, blocks UV rays etc. The soaring demand, competition from soft drinks market and new BIS (Bureau of Indian Standards) certification rules have been impacting production, causing stock-outs and lost growth, albeit temporarily.

Overall Demand Up

Overall, the demand for beer continues to grow. According to the Brewers Association of India (BAI), sales volume of beer went up to 450 million cases in 2024-25, up from 405 million cases the previous year. The nearly 10% increase in 2024-25 from the previous financial year, highlights the love for the ale by the consumer in India, a country largely known for drinking whisky.

Despite the supply chain hiccups, packaging in India has undergone a massive transformation. It is reported that the aluminium beverage can segment recorded a CAGR of 8.5% between 2019 and 2023, with forecasts suggesting a healthy 7.8% annual growth through 2032. It is indicated that the canned beer format is expected to grow at roughly 7.9% CAGR between 2025 and 2034. Expansions in production facilities are going to help in meeting the rising demand, though the pace of consumption presently is outstripping supply.

AGI Greenpac’s foray into cans

As per Persistence Market Research the Indian aluminium beverage can market (includes soft drinks manufacturers too) will double from $0.4 billion in 2025 to $0.8 billion by 2032, highlighting the immediacy for expanded capacity.

Gauging this, a leading manufacturer of glass and plastic containers, AGI Greenpac has made a bold play of getting into the aluminium can segment too. In July this year, AGI Greenpac announced that it would invest `1,000 crore in aluminium can manufacturing. The company is setting up a manufacturing facility in Uttar Pradesh with plans to produce 1.6 billion aluminium beverage cans annually. The rollout will happen in two phases: the first stage, adding 950 million cans per year, expected to go operational by the third quarter of FY 2027-28 and the full capacity timeline is March 2030.

The Chairman and Managing Director Sandip Somany has said, “This new venture offers strong synergies with our existing glass packaging business. Both categories serve the alcohol and F&B industries, allowing for leveraging existing customer relationships, distribution networks and supply chain efficiencies.”

Craft Beer Segment has a role too

The company has sensed the market which at one time considered canned beers a niche market, but now is quite the in thing as urban consumers seek convenience and sustainable choices. The craft beer market has had a role in this too as brands such as Bira91 and Kingfisher introduced canned offerings (Kingfisher Ultra Witbier in cans launched in Nov 2023) targeting urban millennials and Gen Z consumers in Bengaluru, Delhi, and Mumbai. Pushing sales up were e-commerce platforms as canned beer was unbreakable, lightweight, portable and fully recyclable. For beer companies it allowed them to announce product freshness while having the scope to play with distinctive designs to enhance brand appeal.

Smaller and craft beer brands, like Simba Beer, are particularly hard-hit, as larger brewers dominate the limited supply. Ishwaraj Singh Bhatia, Co-founder & COO of Simba Beer, has noted that cans drive significant off-premise and quick-commerce revenues. To mitigate the shortage, Simba has secured local can suppliers at higher costs and is exploring keg distribution in markets like Maharashtra and Goa, alongside expanding bottle formats to reduce reliance on cans.

Industry experts argue that backward integration, such as investing in new can manufacturing units, is not a viable solution for brewers due to high costs and expertise requirements. While new can plants are expected in the next couple of years, the immediate pressure on supply chains will persist, forcing brands to balance margins with consumer demand. Until capacity expands, the competition for cans is likely to remain intense, leaving smaller players with little bargaining power and pushing them toward more flexible packaging strategies.

BIS Certification, Slows Processes

Another factor that is affecting the supply chain is the introduction of the Bureau of Indian Standards (BIS) certification for aluminium cans which came into effect from April 1, 2025. The new Quality Control Orders (QCOs) require both domestic and imported cans to meet national standards, but the certification process is slow, often requiring inspections of overseas manufacturing plants. Vinod Giri, Director General of the Brewers Association of India (BAI), pointed out that international suppliers like Ball and Canpack face delays in shipping cans to India due to pending certifications.

The BAI has urged that the certification requirement be postponed to April 1, 2026, or exempt imported cans while allowing suppliers with pending applications to continue operations.

This supply constraint comes at a time when demand for canned beer is rising sharply, putting pressure on both brewers and retailers. The shortage is being driven by a mix of factors: global aluminium prices have turned volatile due to energy costs and geopolitical disruptions; India still depends heavily on imported beverage cans, so delays at ports or supply shocks quickly ripple through the market; peak consumption months such as March to June and October to December stretch supplier capacity even further; and, since COVID, a wide range of beverages—from energy drinks to ready-to-drink cocktails—are competing for the same limited can supply.

This supply constraint has emerged at a time when demand for canned beer is on a strong upswing, squeezing both brewers and retailers. Retailers are struggling to maintain inventory consistency, while they are keen on providing what the consumer wants.

This is indeed crucial considering that the annual per capita beer consumption in India is barely 2 litres and has ample room to grow compared to global averages. India’s overall beer market is projected to grow to 802.5 billion by 2033. Within this, the canned beer is set to outpace the broader category, fuelled by lifestyle changes, rising disposable incomes, and the continued spread of online alcohol sales, provided the supply chain falls in place.

Highlights:

BIS Standards for Aluminium Beverage Cans

IS 14407:1996: Specifies technical requirements and testing methods for aluminium beverage cans. It includes criteria such as material composition, coatings, seam integrity, pressure resistance, leakage prevention, and chemical stability. It applies to seamless two-piece drawn and wall-ironed (DWI) cans, impact-extruded, and ironed types, up to 500 ml capacity—intended for beer and carbonated beverages.

Certification under this standard ensures beverage freshness, consumer safety, recyclability, and regulatory compliance.

Certification Process & Timeline

Scheme: Covered under Product Certification Scheme (ISI Mark, Scheme I – Schedule 2) and is mandatory.

Testing Requirements: Rigorous testing is conducted for Material composition; Internal/external coating adherence; Seam and pressure resistance; Leakage prevention; and Impact resistance and chemical stability.

Timeline: Domestic (Indian) manufacturers: about 30 days and foreign manufacturers: about 180 days.

Suntory Global Spirits Underlines Strong Presence in Indian Travel Retail

Suntory Global Spirits is deepening its imprint in India’s thriving travel retail sector with a clear focus on premiumisation and experiential retail. Mandeep Singh Thukral, Senior Regional Commercial Manager, GTR India, Suntory Global Spirits, outlines the group’s strategic expansion and growing resonance among discerning Indian consumers, especially with the launch of the Bowmore Appellations Collection, now exclusively available at Delhi Duty Free and Ospree Duty Free, Mumbai (Arrivals).

Mandeep Singh Thukral, Senior Regional Commercial Manager, GTR India, Suntory Global Spirits

This exclusive single malt series features four rare, age-statement expressions, each finished in casks from celebrated European wine regions, fusing Islay’s signature smokiness with rich global terroirs. “The Bowmore Appellations Collection reflects our commitment to premium storytelling and innovation in the travel retail channel,” notes Thukral.

Expanding Footprint with Premium Spirits

India’s travel retail market is on a growth trajectory, propelled by surging international and domestic passenger movement and a strong appetite for luxury offerings. Suntory Global Spirits has positioned itself strategically with a comprehensive portfolio that spans across iconic Japanese whiskies—Yamazaki, Hibiki, Hakushu, Chita, and Toki—under The House of Suntory. This is complemented by American legends Jim Beam and Maker’s Mark, Islay favourites Bowmore and Laphroaig, and premium white spirits Roku Gin and Haku Vodka. Notably, Suntory’s portfolio also includes India-specific expressions tailored to local tastes, underscoring a nuanced and market-sensitive approach.

Creating Awareness Through Immersive Experiences

Suntory Global Spirits is not only selling bottles—it’s offering experiences. At the flagship Delhi and Mumbai duty-free outlets, the company has curated immersive shop-in-shop boutiques. These spaces feature Kigumi-style wooden lattice architecture, Marumado-inspired digital screens, Zen garden podiums, and interactive digital panels exploring artistic collaborations, including with Japan’s Chiso Kimono House.

A dedicated section on The Art of Japanese Gifting, complete with customisable Kandji cards, further enhances the shopping journey, reflecting the Japanese spirit of Omotenashi—wholehearted hospitality. “These installations aim to educate and engage, turning a duty-free visit into a meaningful cultural moment,” adds Thukral.

Capitalising on India’s Single Malt Surge

Recent data from the IWSR shows Indian Single Malts (ISMs) overtaking Scotch Single Malts in domestic sales for the first time in 2024, growing by over 25% this year following 75% growth in 2023. This transformation signals a distinct consumer pivot towards premium, character-rich whiskies.

“Such growth validates our long-term investment in India,” says Thukral. “While our Japanese whiskies continue to lead with global prestige, our Scotch single malts—including Bowmore and Laphroaig—are also seeing increasing demand.”

The introduction of travel retail exclusives like Bowmore Appellations is a strategic move to capture this discerning customer base.

Beyond India: Global Footprint with Local Relevance

The same emphasis on curation and premium offerings applies across other key travel retail markets like Dubai International Airport and Singapore Changi Airport. While the core lineup remains consistent, each market receives tailored activations and launches to cater to regional preferences.

The Kogei Collection – Japanese Kimono Edition (2024) and the Bowmore Appellations Collection, both GTR exclusives, have been rolled out in these locations, amplifying global brand synergy while respecting local consumer nuances.

Market Share and Future Pipeline

With a 5.5% share in the Indian market, Suntory Global Spirits is seeing robust growth—particularly at international airports, where average basket sizes and conversion rates are significantly higher. “It’s not just about volume, but the quality and aspiration behind each purchase,” says Thukral.

Looking ahead, the brand promises a pipeline of innovative, limited-edition expressions designed exclusively for travel retail. These are aimed at travellers who seek more than just a purchase—they seek a story.

“Our mission is to offer travellers a deeper connection to our brands—be it through craftsmanship, cultural heritage, or exclusive taste journeys,” concludes Thukral. “And India remains central to that vision.”

Abhishek Modi

Abhishek Modi Works Off His Own Manual. And That’s Exactly Why Rockford Works.

Walk into a liquor store today and you’ll spot it: the distinctive label, the sleek bottle, the growing shelf space. Rockford has carved its own path in the premium whisky segment. Behind it is Abhishek Modi, Executive Director of Modi Illva India Pvt. Ltd., a third-gen entrepreneur with a sharp instinct for what works, what sells, and what sticks. He has got degrees in chemical engineering and business, sure, but what drives him is an eye for detail and a taste for building things that last.

Modi Illva is a 50:50 joint venture between the Umesh Modi Group—whose businesses span pharmaceuticals like Betadine, cosmetics like Revlon, and large-scale distilleries—and Italy’s Illva Saronno, the makers of global staples like Disaronno and Tia Maria, with a presence in over 160 countries. Together, they’ve built a spirits company that continues to expand its footprint across India, with flagship labels Rockford Reserve and Rockford Classic at the forefront.

The company has recently announced an INR 100 crore investment in a dedicated malt distillery at its Modinagar facility, scheduled to go live by December 2025; a move that will support its ambition to produce premium single malts and scale up existing production.

In this conversation with Ambrosia, Modi shares insights on scaling distribution, why Tier 2 cities are key to their strategy, what shapes consumer loyalty in premium segments, and how the company is building for long-term relevance in a competitive alco-bev market.

Modi Illva’s growth in the premium spirits segment has caught the industry’s attention. What factors do you believe are driving this momentum today?

Several elements have contributed to this momentum, both within the company and in the broader market. A key reason is the change in buyer behaviour; particularly among younger, aspirational drinkers, towards quality and authenticity. At Modi Illva, we’ve responded by creating products that match these evolving tastes. Consistency remains central to our production philosophy. We’ve also developed a strong brand narrative rooted in our heritage while incorporating innovation. This blend has helped us connect with audiences, even in areas where brand loyalty is hard to earn. Our long-term investment in regional markets and ongoing relationships with customers has played a crucial role in maintaining this trajectory.

What’s your roadmap for the House of Rockford over the next few years? Can we expect new variants or entries into different whisky sub-segments?

Innovation continues to shape our direction at the House of Rockford. We’re not only working on new expressions but also rethinking how premium whisky can evolve for Indian palates. The coming years will bring considered portfolio additions and renewed trust-building. While Rockford Reserve and Rockford Classic are already well-established, we are examining avenues in craft, blended segments, and age-specific offerings. Collaborations with select distilleries are also being explored for limited releases that appeal to both existing patrons and first-time buyers. All future launches will uphold the standards Rockford is known for.

You’ve built a premium whisky portfolio that resonates with a discerning audience. Which markets or cities are you focussing on currently and why do these matter in your expansion strategy?

Tastes across the country are becoming more sophisticated, and whisky is increasingly tied to individual identity. While major metros such as Mumbai, Delhi, and Bengaluru remain integral, there’s substantial growth in locations like Jaipur, Indore, and Lucknow. These cities are seeing a rise in purchasing power and interest in elevated options. Our attention on Tier 1 and select Tier 2 hubs stems from the pace at which these regions are transforming. Early engagement helps us decode local nuances and develop meaningful connections with new audiences.

Distribution often makes or breaks a brand in the alco-bev space. What is your current approach to building a strong, scalable distribution network and how are you aligning it with consumer demand?

Ensuring availability across the right retail formats, pricing tiers, and channels is essential. We’ve already secured placement in 80% of relevant outlets nationwide. Our framework is structured to be both agile and robust, enabling us to respond to demand patterns swiftly. We rely on trusted partnerships across distribution and retail, built over time. As we continue expanding, our supply chain is being reinforced to maintain visibility without compromising on the aspirational nature of our labels. The system is designed to progress alongside the audiences we serve.

Is there a conscious push towards investing in marketing to strengthen brand recall, especially in newer or emerging markets? How do you measure that impact?

Our campaigns prioritise building real-world resonance rather than chasing volume alone. In newer geographies, we’ve increased our digital presence and local outreach—particularly in Tier 2 and 3 areas—where authenticity and regional relevance shape perception. We measure success through repeat sales, brand stickiness, and customer feedback loops. Meaningful interaction outweighs visibility metrics, and our approach reflects that principle.

We’ve seen an increased interest in Indian single malts, both locally and globally. Is that a category you’re actively exploring or building towards?

The traction around Indian single malts is undeniable, and we’re observing the space closely. Rockford has firmly established its place among premium blends, and we continue to track shifts in craft spirit preferences. Introducing a single malt would require a label that mirrors the quality benchmarks we uphold. For now, we’re expanding our existing portfolio while evaluating future entry points with care.

Production scalability becomes critical when a brand starts accelerating. Are there any backend developments or facility expansions in the pipeline to support your growth goals?

Yes, we are actively upgrading infrastructure to support upcoming requirements. This includes capacity enhancement, improved distillation technology, and streamlined logistics. Environmental responsibility is built into these upgrades. We’ve also fortified our quality assurance systems to deliver consistency, whether the batch size is small or scaled up. These steps are essential as we look to meet rising domestic demand and enter additional global territories.

From a consumer trends perspective, what shifts are you observing in India’s premium alco-bev consumption and how is Modi Illva adapting to meet those expectations?

There’s a marked movement among younger drinkers toward experiences tied to cultural connection, storytelling, and identity. At Modi Illva, we’ve responded with offerings such as Singhasan, a 100% Indian whisky designed for those seeking local relevance. The goal is to create products that reflect this mindset, while maintaining brand integrity and delivering a richer journey for the buyer.

Sustainability is no longer optional. Are there efforts underway at Modi Illva to make production, packaging, or sourcing more environment-conscious?

Yes, ecological responsibility remains a key area of action. We’ve taken steps to reduce our carbon footprint during distillation, introduced recyclable packaging solutions, and engaged with suppliers aligned to our sustainability goals. These initiatives are reviewed regularly to ensure alignment with industry benchmarks. As operations scale, these commitments will remain embedded in our practices.

With AI and digital tools reshaping every sector, do you see them influencing the alco-bev industry? If yes, how are you integrating tech into operations or consumer engagement?

Digital tools and artificial intelligence are helping brands operate with sharper insight and responsiveness. We use these to assess buying patterns, optimise supply logistics, and fine-tune campaign strategies. Real-time input enables us to test new formats and strengthen distribution agility. Whether through customisation, product planning, or service, tech is infused into our everyday decision-making.

You belong to a legacy known for building bold, category-defining ventures. What’s your approach to balancing tradition with modern disruption in your current role?

I work to retain the values that have shaped our foundation, while introducing newer methods suited to today’s context. We combine legacy knowledge with contemporary tools. This mix allows us to evolve while holding on to the consistency and ethics that define us. Progress doesn’t require replacing the past; it calls for building on it thoughtfully.

India’s position in the global alco-bev map is evolving fast. Are you seeing opportunities to export Indian premium spirits? Is that part of Modi Illva’s next phase?

Absolutely. India is gaining attention globally for spirits with character and quality. We believe our brands have the depth to connect with international audiences. Regions like Southeast Asia, Europe, and the Middle East are receptive to well-crafted Indian whisky. We’re actively assessing overseas entry points and see this as a natural extension of our domestic progress.

Looking ahead, what are the biggest milestones or breakthroughs you’re hoping to achieve, either as a business or personally as a leader?

Our target as an organisation is to become India’s third-largest alco-bev player. I would like to shape a label that delivers clarity, originality, and high standards. Rockford has established itself among premium blends, but the journey ahead involves stronger global recognition. This next chapter is an opportunity to contribute to India’s presence in the world of whisky.

Rapid Fire

Blended whisky or single malt: what’s your go-to?

Blended whisky.

One Indian city where you would love to launch an exclusive limited edition?

Keeping state policy in mind…maybe Goa or Gurugram.

Big branding campaign or silent disruptor, what’s more your style?

Definitely silent disruptor. I believe in the product to speak for itself.

Your favourite bar anywhere in the world?

The Connaught in London

If you weren’t building spirits, what would you be doing?

Building a disruptive retail brand in grocery business

What’s one thing people would be surprised to learn about you?

I am quite an open book. What you see is what you get!

Gadkari unveils Praj BioVerse, Charts India’s Green Energy Future at World Biofuel Day 2025

The Union Minister for Road Transport and Highways, Nitin Gadkari, set out an ambitious vision for India’s energy and mobility transformation at the launch of Praj BioVerse, an integrated bioeconomy platform, in Pune. The event coincided with the 10th anniversary of World Biofuel Day celebrations in India and brought together industry leaders, policymakers, and innovators. Ambrosia was invited to this special event. Excerpts:

The gathering saw the presence of Dr. Pramod Chaudhari, Founder-Chairman of Praj Industries; Sanjay Kirloskar, CMD of Kirloskar Brothers; and Vikram Gulati, Country Head of Toyota Kirloskar Motors, among other dignitaries.

100% ethanol-powered generator

Praj BioVerse is positioned as a hub to integrate innovation, industry, research, and policy to accelerate India’s transition to a sustainable, low-carbon economy. The event’s highlight was the unveiling of Kirloskar’s 100% ethanol-powered generator, a milestone in India’s green energy innovation.

Dr. Chaudhari also released his memoir, ‘Horizons Beyond Dreams… As Is What Is’, chronicling his entrepreneurial journey and Praj’s role in advancing circular economy principles.

Farmers as Energy Providers

Gadkari in his address underscored a shift in the agricultural paradigm, from food-only production to fuel and energy generation, highlighting how ethanol blending has already transformed the fortunes of farmers. He cited the surge in corn prices from ₹1,200–1,800 per quintal to ₹2,600–2,800 in Bihar and Uttar Pradesh.

“This is not just an energy policy; it is rural economic empowerment,” Gadkari said, pointing out the dual benefit of reduced fossil fuel imports and increased farmer incomes. “Our farmers will not just grow food, but also fuel for aviation, construction equipment, and vehicles. The day we stop importing fossil fuels will mark a historic transformation.”

The Minister noted that India had overtaken Japan to become the third-largest automobile market in the world. He said the auto sector was also a significant contributor to GST, underlining its economic importance. However, he pointed out that 40% of the country’s air pollution came from automobile emissions, making it essential to adopt cost-effective, import-substituting policies focussed on alternative fuels.

He spoke about isobutanol, biodiesel, green hydrogen, and bamboo ethanol as promising alternatives to conventional fuels. He mentioned that India was on track to become the world’s leading automobile manufacturing hub and revealed that plans were underway to export Mercedes electric vehicles from the country. He envisioned a future in which India evolved from being an energy importer to a net exporter of clean fuels such as biofuels and green hydrogen.

Gadkari urged Indian industry to accelerate the shift to biofuels, emphasising their multiple benefits—reducing crude oil imports, boosting rural incomes, cutting emissions, and transforming agriculture. He added that the ethanol push had helped corn farmers secure better prices for their produce.

Transition to Biofuels

He reiterated that the transition to biofuels was also a key strategy for rural employment generation. He stressed that agriculture must become more economically viable and that the agricultural GDP needed significant growth. He recalled that the idea of producing ethanol from maize had initially faced criticism due to the “food vs fuel” debate, but noted that ethanol production had positively impacted the sector—raising corn MSP, increasing corn acreage, and resolving longstanding payment delays in the sugarcane industry.

Highlighting the future of sustainable energy, Gadkari said that isobutanol was emerging as an alternative to traditional diesel and spoke of ongoing efforts to develop and scale biodiesel as a cleaner substitute for diesel engines. He added that the burning of rice straw had reduced significantly thanks to its use in biofuel production, helping to combat air pollution in several regions.

He further stated that India was on track to become an energy-exporting nation, driven by biofuels, green hydrogen, and other alternative energy sources. He called for greater focus on bamboo cultivation and urged Praj Industries to explore its potential in bioenergy applications.

Referring to flex-fuel technology, he mentioned that he had been using a Toyota flex-fuel vehicle for a year, describing it as both fuel-efficient and environmentally friendly. He expressed confidence that construction equipment would also transition to FFVs in the near future.

Looking ahead, Gadkari envisioned a future in which green energy revenues would empower India’s rural landscape. He said farmers would not only grow food, but also fuel for the aviation sector, construction machinery, and more. He concluded that the day India no longer imports fossil fuels would mark a truly historic achievement.

Praj BioVerse Unique Movement

In his address, Dr. Pramod Chaudhari said that Praj BioVerse was a unique movement bringing together innovation, collaboration, and sustainability within one powerful ecosystem. He explained that BioVerse was a place where ideas were transformed into solutions, where climate action progressed alongside economic growth, and where India’s leadership in the global bioeconomy took centre stage. He added that this aligned perfectly with the vision of Viksit Bharat by fostering inclusive growth and building a circular bioeconomy.

Dr. Chaudhari noted that in the current geopolitical and trade environment, energy security was no longer optional, but a strategic imperative. He stressed that Praj’s bioeconomy model, rooted in local systems and rural self-reliance, was both sustainable and scalable for nations worldwide. He described walking through the BioVerse experience as akin to witnessing the entire Indian bioeconomy value chain in action—from feedstock diversification and intercropping practices to advanced co-product innovations that ensured farmer profitability and steady supply chains.

He highlighted that Kirloskar Oil Engines had tested a B50 blend for the first time in India and that the Automotive Association of India was advancing ethanol–diesel blends while fast-tracking certifications for biofuel technologies meeting the highest standards of performance, safety, and sustainability. According to him, exhibits ranging from ethanol-powered bikes to next-generation engines demonstrated that technology and industry were ready to scale. However, he cautioned that this transformation required more than technology, calling for collective action from innovators, researchers, manufacturers, and policymakers to work together as one.

Vikram Kasbekar, CEO of Hero MotoCorp, said the company was among the first in the country to develop a flex-fuel two-wheeler capable of operating on blends starting from E20. He noted that since 2023, the entire product portfolio had been E20-compliant. According to him, the initiative was not just about technology, but also about supporting the circular economy, benefitting farmers, and reducing dependence on imported fuels. He added that the company had upgraded its technology so that modern ethanol-compatible engines delivered fuel efficiency comparable to traditional petrol engines, and that these vehicles were being well accepted in the market and running successfully.

Vikram Gulati, Country Head and Executive Vice President of Toyota Kirloskar Motor, emphasised that most automotive companies today—both two-wheeler and four-wheeler manufacturers—have introduced flex-fuel vehicles capable of operating on ethanol blends ranging from E20 to E100. He acknowledged that some barriers remained, but noted that these were being addressed with strong policy support from the Government, whether through enabling CAFE norms and taxation structures for OEMs or by creating the right environment for customers and the supply chain to adopt such fuels.

Carbon Trading

Gulati added that in the coming years, economies would increasingly be driven by carbon trading. He said India had a significant opportunity not only to use ethanol domestically and save billions in foreign exchange, but also to earn substantial carbon credits in the global market.

Sanjay Kirloskar, President of MCCIA and CMD of Kirloskar Brothers, said that to achieve the Prime Minister’s vision for 2047, India would require around 1,000 GW of generation capacity. He noted that fossil fuels would need to be phased out and that base-load power would likely come from nuclear energy. He observed that the dangers of fossil fuels were well recognised and that countries worldwide were investing in wind, solar, and nuclear energy together.

Kirloskar pointed out that Europe had implemented carbon border adjustment mechanisms that would affect exports from fossil-fuel-heavy economies, using the funds raised to invest in green technologies. He stressed that Maharashtra was uniquely positioned to lead in nuclear technology, as it housed most of the country’s nuclear establishments, EPC contractors, consultants, and major equipment manufacturers, including Godrej, Larsen & Toubro, and Kirloskar Brothers. According to him, if the state positioned itself strategically, it could drive manufacturing growth, high-tech jobs, and skills development.

Speaking about Kirloskar Brothers’ contributions, he said the company had pioneered titanium pumps for 2G ethanol biofuel production in India. Until now, these pumps had been entirely imported from the US, but he indicated that this would soon change, as every ethanol plant in India currently imported them.

Vishal Soni of Vishwakarma Publications talked about the book, the key takeaways being the clear vision, integrity and the journey of Pramod Chaudhari who is known as the ‘Ethanol Man of India’. The journey echoes how ‘confidence is key to success and preparation is key to confidence’.

Atul Mulay, President of Bioenergy at Praj Industries, while proposing the vote of thanks said the event reflected how collaborative efforts between industries and other research and development organisations helps in strengthening the bioverse ecosystem. Stating that Pune is a powerhouse of industrial technological development, he said that it is key to cleaner, greener and self-reliant future.

Radico Khaitan, Nikhil Kamath Invest in SRK & Aryan Khan’s D’YAVOL Spirits

  • First Launch to be Premium Tequila
  • In 2022, Aryan Khan and Bunty Singh had launched luxury apparel and small-batch spirits
  • Radico Khaitan acquires 47.5% of D’YAVOL for Rs 40 crore

Radico Khaitan, one of India’s largest alcoholic beverage players, and Zerodha co-founder Nikhil Kamath have joined forces with Bollywood icon Shah Rukh Khan and his son Aryan Khan to scale up D’YAVOL Spirits, a luxury alcohol venture set to debut with a high-end tequila.

Launched in 2022 by Aryan Khan and Bunty Singh as a lifestyle label, D’YAVOL first offered luxury apparel and small-batch spirits, later expanding into fashion with D’YAVOL X. The new spirits-focused entity will operate independently under CEO Leti Blagoeva.

The strategic alliance brings together Radico Khaitan’s manufacturing and distribution scale, D’YAVOL’s premium brand positioning, and Kamath’s consumer market expertise. The company will focus on “bottled-in-origin” international products, targeting affluent consumers in India and overseas.

Radico Khaitan has acquired 47.5% of D’YAVOL for Rs 40 crore, making it the largest shareholder. Apart from the Khans, the other founders of D’YAVOL are their friends Harprit Singh and his wife Leti Blagoeva who is the CEO, the total holding comes to 47.5%. Nikhil Kamath has invested 5% in D’YAVOL Spirits.  

“With D’YAVOL Spirits, we are entering a bold new chapter—merging our blending, marketing, and distribution strengths with the charisma of Shah Rukh Khan, the entrepreneurial vision of Aryan Khan, and Nikhil Kamath’s disruptive approach,” said Abhishek Khaitan, MD, Radico Khaitan. “This is a long-term investment that aligns with our growth strategy while opening new avenues in luxury spirits.”

Khaitan added that Radico had no plans to enter tequila, “but when conversations happened with Shah Rukh… and when we saw the product created by them, we decided to partner with them.”

The first product, a premium tequila, is expected to hit the market within months, possibly before the fiscal year ends. Over time, the portfolio will expand to include more internationally sourced, high-end spirits.

Shah Rukh Khan said, “Every great idea needs the right energy behind it. With Abhishek’s experience, Nikhil’s passion, and our creative instinct at D’YAVOL, we are building something bold, relevant, and future-facing.”

India’s alcoholic beverage market is steadily moving upmarket, fueled by rising incomes and evolving tastes. Industry leaders are increasingly investing in design, provenance, and global appeal to capture the growing premium segment.

Radico Khaitan—known for Rampur Indian Single Malt and Magic Moments Vodka—has been expanding globally. The company says D’YAVOL Spirits will run alongside its existing portfolio, aiming squarely at younger, aspirational consumers.