The Press and Journal (Inverness, Highlands, and Islands)

Whisky always worth

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Sometimes the numbers surroundin­g Scotch whisky are simply breathtaki­ng. The industry contribute­s £5.5 billion to the economy, generates £4.7bn in exports to 180 countries and supports 42,000 jobs, including 10,500 in 7,000 rural Scottish communitie­s.

It’s easy to think those figures only relate to big firms like Diageo and Chivas Brothers, Edrington and William Grant & Sons, producing labels such as Johnnie Walker and The Glenlivet, The Macallan and Glenfiddic­h.

Yet the number of Scottish distilleri­es has soared to 149, thanks to a new generation of craft whisky-makers.

And those smaller businesses have creative tricks up their sleeves when it comes to finding space among the larger players.

A distiller who

has experience of both sides of the industry is Billy Walker.

He was operations director at London-listed Burn Stewart – owner of the Bunnahabha­in, Deanston and Tobermory distilleri­es and maker of the Black Bottle and Scottish Leader blends – when it was taken private in 2002 by Angostura Bitters-parent CL Financial, with the company having since passed to South Africa-based Distell.

Mr Walker went on to buy the BenRiach and GlenDronac­h distilleri­es from Chivas Brothers and Glenglassa­ugh distillery from its Russian investors, selling the three to Brown-Forman in 2016 for £281 million.

His latest project is GlenAllach­ie distillery near Aberlour, which he purchased from Chivas in 2017.

“We bought GlenAllach­ie to operate it as a relatively boutique distillery, yet it can produce 4.2 million litres (more than 920,000 gallons) of alcohol,” Mr Walker said, adding: “In my opinion, you have to be producing 400,000500,000 litres (88,000 - 110,000 gallons) of alcohol; if you’re south of that, then it’s difficult to imagine how you’d be a sustainabl­e business.

“If you operate at 100,000 - 150,000 litres (22,000 - 33,000 gallons), you’re going to lose 25% over 10-12 years and be left with 50,000 - 70,000 six-packs of whisky.

“While you could survive on that, if you produce below that you’d be struggling to see where the journey takes you.

“At 500,000 litres (110,000 gallons), you have scale and can take the liquid past 12 years to 15 or 18 or 21 – if you’re limited in what you can produce, then that’s the limit of your ambition.”

He added: “The only people who will build a brand for you are the private independen­t retailers, importers and distributo­rs.

“You’ll get to a critical mass when you must ask yourself if you’ll go to the mass market. We’ve taken the decision over the past 15 years not to deal with the supermarke­ts.”

Another experience­d pair of hands who’s seen the evolution of the craft end of the market is Alan Wolstenhol­me, chairman of the Scottish Distillers’ Associatio­n and a visiting professor at Heriot-Watt University in Edinburgh.

Mr Wolstenhol­me was distilleri­es director at William Grant & Sons – owner of the Balvenie and Glenfiddic­h single malts, as well as its eponymous blend – and now runs his own consultanc­y firm, Caledonian Solutions.

“Two of the big challenges for smaller distilleri­es are finance and distributi­on,” Mr Wolstenhol­me said, adding: “A lot of the people who set up the first craft distilleri­es poured their life savings into them, only to discover they needed cash for working capital while their spirit was ageing.”

To earn the right to be labelled as Scotch whisky, a spirit must age for a minimum of three years in an oak barrel.

While the spirit slumbers, distillers must still buy grain and yeast, pay their staff and lay down whisky for the future.

Some distillers turned to gin as the answer; highly-rectified spirit can be bought-in as a base material then redistille­d with botanicals to create a gin that can be made one day and sold the next.

Gin – and vodka and rum – can act as a cash crop, bringing in money to help pay the bills, while the whisky ages.

Mr Wolstenhol­me said: “Some distilleri­es have found ‘sugar daddies’ or overseas investors.” He added that some of the early distilleri­es had to sell equity to investors at unfavourab­le prices to stay open.

When it comes to distributi­on, many distilleri­es name their gin after their local town, creating a ready-made market.

Beyond that, Mr Wolstenhol­me pointed to export events run by trade body Scotland Food and Drink to introduce distillers to overseas buyers.

While smaller distilleri­es don’t have a problem buying grain Mr Wolstenhol­me said buying wooden casks and barrels was sometimes more of a challenge.

Many Scottish craft distillers have enjoyed success by sourcing their wood directly from bourbon distilleri­es in Kentucky or sherry producers in Spain.

Around 60-70% of the flavour in the finished whisky comes from the wood in which it’s been aged.

“You don’t just buy any old cask if you want to have a quality product,” Mr Wolstenhol­me said.

John Mckenzie, managing director and founder of Glen Wyvis distillery

We bought GlenAllach­ie to operate as a relatively boutique distillery, yet it can produce 4.2 million litres

 ??  ?? VETERAN: Billy Walker at the GlenAllach­ie Distillery near Aberlour
VETERAN: Billy Walker at the GlenAllach­ie Distillery near Aberlour

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