
Singaporean reintroduces toddy to local market with HighDrate
Nestled in the chilled fruit juices section at selected Sheng Siong supermarkets in Singapore is a South Indian alcoholic drink staging a quiet comeback after decades in obscurity.
That drink is toddy, a type of coconut palm wine which, at Sheng Siong, is marketed under the name HighDrate - a combination of "high" and "hydrate" to signify the drink's alcoholic and hydrating properties.
Naturally fizzy from fermentation, toddy has a mildly sweet and tangy flavour.
The man behind the revival of toddy is Mr Sharaveen Prasath, 32, who used to run a home-based satti soru or Indian clay pot rice business during the covid pandemic.
In Malaysia, where he has relatives, satti soru is typically served with toddy, and he wanted to do the same in Singapore as he knew there was a demand here.
So he and his long-time girlfriend, Ms Hemapriya, 32, started HighDrate.
Toddy, or kallu in Tamil, usually has a shelf life of around 45 days but the company has developed a unique processing technique that extends it to a year, making the drink viable for retail.
HighDrate's version of toddy has a 2.2 percent alcohol content and was launched on April 13 this year with an initial batch of 250 bottles distributed across 20 Sheng Siong supermarkets.
Among them are the outlets at Junction Nine shopping mall in Yishun and at Block 506 in Tampines Central.
Each 500ml bottle of HighDrate at Sheng Siong retails for $12.40 - a marked difference from the modest price once paid when toddy was sold exclusively at government-run shops in Singapore until 1979.
Until then, toddy was harvested here by a government-licensed contractor but it ended in 1979 when he ceased operations due to rising labour costs.
Toddy was still available in Singapore after that but in limited supply.
In 2022, Mr Sharaveen received his permit from the Singapore Food Agency to import toddy.
HighDrate sources its toddy from two coconut plantations in Melaka.
The first shipment in early 2022 consisted of about 200 bottles of toddy with each 1.2 litre bottle priced at $35.
These bottles are sold wholesale or through the company's online store and differ from the newer retail version that is available at Sheng Siong.
HighDrate has since cut costs through economies of scale and expanded its operations team. It now stocks between 4,000 and 6,000 bottles each month with weekly shipments, bringing the price per bottle down to $21.
The company has also expanded its client base. "We started with Indian minimarts, then Indian restaurants and now some hotels carry our product," Mr Sharaveen said.
It is also available in upscale bars like those in lifestyle hotel Artyzen Singapore, which incorporate HighDrate's toddy into cocktails.
Mr Sharaveen's path to becoming a toddy entrepreneur was far from conventional.
He studied sports management at the Institute of Technical Education, pursued a diploma in mass communications and worked as an instructor for an outdoor adventure programme company.
He was not academically inclined as a child and felt directionless during his youth.
"I had good friends but none of us had any foresight. We used to skip classes, hang around outside and drink."
A public fallout with his boss became the turning point that pushed him to become his own boss. To do so, he realised he needed to be disciplined.
"Motivation is just an illusion. You won't have it every single day but you need to have discipline every single day," Mr Sharaveen said.
To cultivate discipline, he used to routinely wake up at 5am and go for a run.
"The runs were not to keep fit but to force myself to do something that I didn't want to do. Once I had accomplished that, the rest of the day would feel like a breeze," he said.
While Mr Sharaveen oversees the operations at HighDrate, Ms Hemapriya handles the business side - managing the company's finances, accounts and logistics at their office in Ubi Techpark.
She also works at a logistics and warehousing company.
The two have been together since secondary school and their personal relationship is a key factor behind HighDrate's success.
It took the company almost two years to secure the permit to import and sell toddy but the couple were determined to see it through.
"We did face a lot of issues along the way but our end goal is to be together and to do something that keeps us together. This is something we started together and we did not want it to end," Ms Hemapriya said.
The couple plans to export their toddy overseas, experiment with flavoured toddy and broaden the company's range of coconut-based products.
"The vision for HighDrate is to be the leading supplier of toddy in South-East Asia. We want to have a hub where we buy toddy, support local farmers and supply it all over the world," Mr Sharaveen said.
"Every part of the coconut tree is usable. From the leaves to the husk to the spadix (flower stalk) so we would like to do more things using the coconut tree."
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Times
an hour ago
- Business Times
Sembcorp's renewables unit wins 50MW round-the-clock power project from Indian public sector company
[SINGAPORE] Sembcorp Industries on Thursday (Jun 12) announced that its wholly owned renewables subsidiary Sembcorp Green Infra was awarded a 50 megawatt (MW) round-the-clock power project from Solar Energy Corporation of India (SECI), an Indian public-sector company. Under the build-own-operate project, Sembcorp will integrate around 300 MW of installed capacity that comprises solar and wind energy as well as battery energy storage solutions, to meet a contracted capacity. Once the project is complete, it will then supply round-the-clock renewable power, supported by battery energy storage solutions, to SECI. This is subject to the execution of a 25-year power purchase agreement with SECI. The project is expected to be ready for commercial operations within 24 months from the date the agreement is signed, Sembcorp said. It will be financed through a mix of internal funds and debt. With the project, Sembcorp will expand its renewables capacity in India to more than 6.5 gigawatts (GW). The group said its global renewables portfolio has reached 18 GW, including acquisitions pending completion. Sembcorp said the award of the project is not expected to have material impact on its earnings per share and net tangible assets per share for the fiscal year ending December. Shares of Sembcorp were trading 0.3 per cent or S$0.02 higher at S$6.77 as at 12.58 pm on Thursday.
Business Times
an hour ago
- Business Times
Sembcorp's renewables unit wins round-the-clock power project from Indian public sector company
[SINGAPORE] Sembcorp Industries on Thursday (Jun 12) announced that its wholly owned renewables subsidiary Sembcorp Green Infra was awarded a round-the-clock power project from Solar Energy Corporation of India (SECI), an Indian public-sector company. Under the build-own-operate project, Sembcorp will integrate around 300 megawatts of installed capacity that comprises solar and wind energy as well as battery energy storage solutions, to meet a contracted capacity. Once the project is complete, it will then supply round-the-clock renewable power, supported by battery energy storage solutions, to SECI. This is subject to the execution of a 25-year power purchase agreement with SECI. The project is expected to be ready for commercial operations within 24 months from the date the agreement is signed, Sembcorp said. It will be financed through a mix of internal funds and debt. With the project, Sembcorp will expand its renewables capacity in India to more than 6.5 gigawatts (GW). The group said its global renewables portfolio has reached 18 GW, including acquisitions pending completion. Sembcorp said the award of the project is not expected to have material impact on its earnings per share and net tangible assets per share for the fiscal year ending December. Shares of Sembcorp were trading 0.3 per cent or S$0.02 higher at S$6.77 as at 12.58 pm on Thursday.


AsiaOne
2 days ago
- AsiaOne
Expanding missile threats and airspace closures are straining airlines, World News
NEW DELHI — Proliferating conflict zones are an increasing burden on airline operations and profitability, executives say, as carriers grapple with missiles and drones, airspace closures, location spoofing and the shoot-down of another passenger flight. Airlines are racking up costs and losing market share from cancelled flights and expensive re-routings, often at short notice. The aviation industry, which prides itself on its safety performance, is investing more in data and security planning. "Flight planning in this kind of environment is extremely difficult … The airline industry thrives on predictability, and the absence of this will always drive greater cost," said Guy Murray, who leads aviation security at European carrier TUI Airline. With increasing airspace closures around Russia and Ukraine, throughout the Middle East, between India and Pakistan and in parts of Africa, airlines are left with fewer route options. "Compared to five years ago, more than half of the countries being overflown on a typical Europe-Asia flight would now need to be carefully reviewed before each flight," said Mark Zee, founder of OpsGroup, a membership-based organisation that shares flight risk information. The Israeli-Palestinian conflict in the Middle East since October 2023 led to commercial aviation sharing the skies with short-notice barrages of drones and missiles across major flight paths — some of which were reportedly close enough to be seen by pilots and passengers. Russian airports, including in Moscow, are now regularly shut down for brief periods due to drone activity, while interference with navigation systems, known as GPS spoofing or jamming, is surging around political fault lines worldwide. When hostilities broke out between India and Pakistan last month, the neighbours blocked each other's aircraft from their respective airspace. "Airspace should not be used as a retaliatory tool, but it is," Nick Careen, International Air Transport Association (IATA) senior vice president for operations, safety and security, told reporters at the airline body's annual meeting in New Delhi on Tuesday. Isidre Porqueras, chief operating officer at Indian carrier IndiGo, said the recent diversions were undoing efforts to reduce emissions and increase airline efficiencies. Worst-case scenario Finances aside, civil aviation's worst-case scenario is a plane being hit, accidentally or intentionally, by weaponry. In December, an Azerbaijan Airlines flight crashed in Kazakhstan, killing 38 people. The plane was accidentally shot down by Russian air defences, according to Azerbaijan's president and Reuters sources. In October, a cargo plane was shot down in Sudan, killing five people. Six commercial aircraft have been shot down unintentionally, with three near-misses since 2001, according to aviation risk consultancy Osprey Flight Solutions. Governments need to share information more effectively to keep civil aviation secure as conflict zones proliferate, IATA Director General Willie Walsh said this week. Safety statistics used by the commercial aviation industry show a steady decline in accidents over the past two decades, but these do not include security-related incidents such as being hit by weaponry. IATA said in February that accidents and incidents related to conflict zones were a top concern for aviation safety requiring urgent global coordination. Tough choices Each airline decides where to travel based on a patchwork of government notices, security advisers, and information-sharing between carriers and states, leading to divergent policies. The closure of Russian airspace to most Western carriers since the outbreak of war in Ukraine in 2022 put them at a cost disadvantage compared to airlines from places like China, India and the Middle East that continue to take shorter northern routes that need less fuel and fewer crew. Shifting risk calculations mean Singapore Airlines' flight SQ326 from Singapore to Amsterdam has used three different routes into Europe in just over a year, Flightradar24 tracking data shows. When reciprocal missile and drone attacks broke out between Iran and Israel in April 2024, it started crossing previously avoided Afghanistan instead of Iran. Last month, its route shifted again to avoid Pakistan's airspace as conflict escalated between India and Pakistan. Flight SQ326 now reaches Europe via the Persian Gulf and Iraq. Singapore Airlines did not respond immediately to a request for comment. Pilots and flight attendants are also worried about how the patchwork of shifting risk might impact their safety. "IATA says airlines should decide if it's safe to fly over conflict zones, not regulators. But history shows commercial pressures can cloud those decisions," said Paul Reuter, vice president of the European Cockpit Association, which represents pilots. Flight crew typically have the right to refuse a trip due to concerns about airspace, whether over weather or conflict zones, IATA security head Careen said. "Most airlines, in fact, I would say the vast majority of them, do not want crew on an aircraft if they don't feel comfortable flying," he said. [[nid:717677]]